Organizational Commitment as a Reinforcing Factor in the Relationship between Transformational Leadership, Workload, and Organizational Culture on Employee Performance

Royan Jaluseta Anugrah; Yuniningsih; Hesty Prima Rini

doi:10.18535/ijsrm/v13i11.em06

Abstract

Effective management of human resources is closely tied to the quality of performance evaluation systems, which serve as the foundation for strategic decision-making in public institutions. Employee performance is shaped by multiple organizational dynamics, including a leader's capacity to apply transformational leadership practices, the volume and intensity of work responsibilities, shared norms and values embedded in the work environment, and the degree of employee commitment toward the organization. This research seeks to assess the influence of transformational leadership, workload, and organizational culture on employee performance, and to determine whether organizational commitment strengthens these relationships. A quantitative approach was employed by distributing an online Likert-scale questionnaire via Google Forms to 108 contract employees at the General Bureau of the East Java Provincial Secretariat. Data analysis was conducted using PLS-SEM, covering construct validity and reliability testing, evaluation of R-square and F-square coefficients, and examination of direct and moderating effects. The findings indicate that transformational leadership and a supportive organizational culture enhance employee performance, whereas excessive workload negatively impacts performance outcomes. Moreover, organizational commitment was found to reinforce the effect of all three variables on performance. Overall, the results highlight the importance of fostering commitment through inspirational leadership, supportive organizational values, and balanced task allocation to promote sustainable improvements in employee performance.

Keywords

Transformational LeadershipWorkloadOrganizational CultureOrganizational CommitmentEmployee Performance

References

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[refR-2] Bass, B. M., & Riggio, R. E. (2006). Transformational Leadership Second Edition. Lawrence Erlbaum Associates.Google Scholar ↗

[refR-3] Busro, M. (2018). Theories of Human Resource Management. Prenada Media.Google Scholar ↗

[refR-4] Dewi, S. S., & Kurniawan, I. S. (2023). The Influence of Autonomy and Workload on Employee Performance with Satisfaction as a Mediator. Journal of Business Orientation and Entrepreneurship (JOBS), 4(2), 129–143. https://doi.org/https://doi.org/10.33476/jobs.v4i2.4153DOI ↗Google Scholar ↗

[refR-5] Febriani, F. A., Ramli, A. H., & Reza, H. K. (2023). The Effect of Organizational Culture on Employee Performance Through Employee Commitment. Scientific Journal of Management Unity, 11(2), 309–320. https://doi.org/10.37641/jimkes.v11i2.1999DOI ↗Google Scholar ↗

[refR-6] Ghozali, I., & Latan, H. (2012). Partial Least Squares: Concepts, Techniques, and Applications of SmartPLS 2.0 M3. Diponegoro University Press.Google Scholar ↗

[refR-7] Hair, J. F., Black, W. C., Babin, B. J., & Anderson, R. E. (2010). Multivariate Data Analysis (pp. 708-709). New Jersey: Pearson.Google Scholar ↗

[refR-8] Ikhwan, K. R. (2023). The Influence of Work Autonomy and Workload on the Performance of Village Secretaries in Tanggamus Regency. 2(1), 171–181.Google Scholar ↗

[refR-9] Kusumo, H. (2017). The Influence of Organizational Culture and Work Motivation on Employee Performance with Organizational Commitment as a Moderating Variable at Stekom Semarang. Jurnal Nusantara Aplikasi Manajemen Bisnis, 2(2), 75. https://doi.org/https://doi.org/10.29407/nusamba.v2i2.801DOI ↗Google Scholar ↗

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[refR-13] Moorhead, G., & Griffin, R. W. (2016). Organizational Behavior Licensed to: iChapters User. October.Google Scholar ↗

[refR-14] Neksen, A., Wadud, M., & Handayani, S. (2021). The Effect of Workload and Working Hours on Employee Performance at PT Grup Global Sumatera. National Journal of Marketing & Human Resource Management, 2(2), 105–112.Google Scholar ↗

[refR-15] Poling, G. V. L. A., & Surya, I. Bagus K. (2020). The Effect of Transformational Leadership on Employee Performance with Job Satisfaction as a Mediating Variable. American Journal of Humanities and Social Sciences Research (AJHSSR), 4(12), 225–230.Google Scholar ↗

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[refR-17] Pratama, F., Ardiani, W., & Putra, R. (2021). The Influence of Transactional Leadership Style and Transformational Leadership Style on Employee Performance with Organizational Commitment as a Moderating Variable at PT. Bangun Mitra Abadi Medan. Journal of Management, Economics, and Business Applications, 5(2), 40–47.Google Scholar ↗

[refR-18] Ramadhani, M. A., & Indawati, N. (2021). The Effect of Transformational Leadership on Employee Performance through Work Autonomy. Journal of Management Science, 9(3), 1101–1112. https://doi.org/https://doi.org/10.26740/jim.v9n3.p1101-1112DOI ↗Google Scholar ↗

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[refR-22] Shaleh, M., & Firman. (2018). Organizational Commitment to Employee Performance. Aksara Timur Publisher.Google Scholar ↗

[refR-23] Sugiyono. (2019). Educational Research Methods: Quantitative, Qualitative, and R&D Approaches (26th Edition). CV Alfabeta.Google Scholar ↗

[refR-24] Sunarso, & Kusdi. (2010). The Influence of Leadership, Discipline, Workload, and Work Motivation on the Performance of Elementary School Teachers. Journal of Human Resource Management, 4(1), 72–79.Google Scholar ↗

[refR-25] Supomo, S., M., & Isa, M. (2024). Analysis of the Influence of Work Experience, Training, Work Environment, Compensation, and Workload Variables on Employee Performance Improvement at LAZ SoloPeduli with Organizational Commitment as a Moderating Variable. Journal of Education and Teaching Review, 7(4), 16967–16975.Google Scholar ↗

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