P-ISSN: 2808-5957
E-ISSN: 2808-6724
ijoms.internationaljournallabs.com
1352
THE EFFECT OF PERCEIVED ORGANIZATIONAL SUPPORT ON
EMPLOYEE PERFORMANCE MEDIATED BY AFFECTIVE
COMMITMENTS AT MUHAMMADIYAH UNIVERSITY, YOGYAKARTA
Rohana Nur Aini, Heru Kurnianto Tjahjono, Meika Kurnia Puji Rahayu D.A
Magister Manajemen UMY, Indonesia
Email : rohananuraini20@gmail.com, herukurnianto@umy.ac.id, meika_kurnia@umy.ac.id.
ARTICLE INFO
ABSTRACT
Date Received : 25 July 2022
Revision Date : 08 August 2022
Date Approved : 10 August 2022
One of the important discussions related to human resources
is the aspect of performance because it will determine the
success of an organization. This study aims to analyze the
mediating role of affective commitment on the effect of
perceived organizational support on employee performance.
Respondents in this study were permanent employees of the
University of Muhammadiyah Yogyakarta. The samples used
were 144 which were selected using purposive sampling
technique. Data analysis used the Structural Equation Modeling
(SEM) method with Analysis Moment of Structural (AMOS) 24.0
software. This study found that perceived organizational
support had a significant direct effect on performance. This
study also shows that the perceived organizational support has
a significant effect on affective commitment, and there is a
significant effect between affective commitment on
performance. The findings of this study indicate that affective
commitment has not been able to mediate perceived
organizational support for performance. Recommendations for
leaders, employees, and future research are discussed.
Keywords:
perceived organizational
support; affective
commitment; employee
performance.
This work is licensed under CC BY-SA 4.0
INTRODUCTION
Performance is an important aspect that needs special attention for a company
because it will determine the success and success of an organization (Pusparani, 2021;
Saputro, Bairizki, & Hidayat, 2021; Suryani & FoEh, 2018; Tjahjono, Rahayu, & Putra,
2020). Increasing employee performance is an absolute thing that is done by the
organization in maintaining the continuity of the organization so that it is not consumed
by the times. Performance itself is the result of behavior displayed by employees at work
in the form of quality, quantity of work and working time (Na-Nan, Chaiprasit, &
Pukkeeree, 2018).
The Effect Of Transformational Leadership And Work Stress On Turnover Intention With Job
Satisfaction As An Intervening Variable
Indonesian Journal of Multidisciplinary Science
, Vol (11), Agustus 2022
1353
As mentioned above that the most important factor in the success of an
organization is employee performance, this can only be done if the company cares about
its employees (Hussain, Khaliq, Nisar, Kamboh, & Ali, 2019; Tjahjono et al., 2020).
Therefore, it is important for a company to be able to pay attention and care about the
welfare of its employees in order to help the organization achieve its goals. Companies
need to take care of their employees and value their work so that they can do their job
well (Hussain et al., 2019).
Research conducted by Wong and Wong (2017) revealed that employees who
receive more support from the organization will feel a positive mood at work, which in
turn can lead to a positive emotional relationship with the organization. Based on research
conducted by Hussain et al. (2019); Nuraini (2021); Oktovian and Edalmen (2021) as well
as Widarni and Prabowo (2021) Perception of organizational support has a positive and
significant effect on employee performance. Eisenberger, Huntington, Hutchison, and
Sowa (1986) states that the perception of organizational support is an employee's global
belief about how high the sensitivity and concern of the organization is to the welfare of
employees and how the organization can appreciate its contribution. Based on social
exchange theory, Eisenberger et al. (1986) develop the concept of perceived
organizational support to understand the exchange relationship between employees and
the organization.
Having effective practice of social exchange theory can be associated with stronger
employee commitment and better performance (Kalemci, Kalemci-Tuzun, & Ozkan-
Canbolat, 2019). So that the perceived organizational support will make employees feel
cared for and appreciated, then form commitment from employees (Tjahjono et al.,
2020). Some results of empirical studies state that the perception of organizational
support has a significant positive effect on affective commitment (Bibi, Khalid, & Hussain,
2019; Nazir, Shafi, Atif, Qun, & Abdullah, 2019; Rumangkit, 2020; Sungu, Weng, & Kitule,
2019).
In addition, another factor that can affect employee performance is organizational
commitment (Nuraini, 2021). In this case, the commitment formed is an affective
commitment Y. M. Kundi, Aboramadan, Elhamalawi, and Shahid (2020), it can be
described as an employee's emotional attachment to an organization. Among the
dimensions of organizational commitment, affective commitment has been shown to have
the greatest influence on organizational outcomes (Meyer & Herscovitch, 2001).
Employees with greater affective commitment are more likely to perform at their best in
their work compared to those with a low sense of obligation and devotion to the
organization (Jain & Sullivan, 2019; M. Kundi, Ikramullah, Iqbal, & Ul-Hassan, 2018;
Meyer & Herscovitch, 2001).
The Effect Of Transformational Leadership And Work Stress On Turnover Intention With Job
Satisfaction As An Intervening Variable
Indonesian Journal of Multidisciplinary Science
, Vol (11), Agustus 2022
1354
Allen and Meyer (1990) states that affective commitment is the emotional condition
or behavior of employees, identification and involvement of employees in the organization
or company. The results of research conducted by Bizri, Wahbi, and Al Jardali (2021);
Ribeiro, Gomes, and Kurian (2018); as well as Y. M. Kundi et al. (2020) explains that
affective commitment has a significant positive effect on performance.
The above literature proves that employee performance is positively influenced by
perceptions of organizational support and affective commitment. However, the
researchers found that several empirical studies did not support this positive effect.
Research conducted by Diana and Frianto (2021); Wahyuni (2019); as well as Khusnah
(2020) mentions that performance is not influenced by the perception of organizational
support, because there are inputs that are not responded to in a responsive manner by
the company. Empirical studies conducted by Soni (2020); Maryati and Astuti (2020) as
well as Mubarokah (2021) suggests that affective commitment has no significant positive
effect on performance.
The existence of several differences and inconsistencies in the results of the
research or research gap above, attracts researchers to propose research involving these
variables. Researchers try to follow up from a number of studies above to conduct the
same research but have different objects, samples and cultures to strengthen or refute
previous research. The research was conducted at the Muhammadiyah University of
Yogyakarta. by taking permanent employees as research subjects.
Murphy and Kroeker (1988) defines performance as the relevant behavior of
employees in achieving organizational goals. In addition, according to Na-Nan et al.
(2018) performance is the result of behavior displayed by employees at work in the form
of quality and quantity of work and working time. Based on the explanation above, we
can conclude that performance can be defined as the result of the work of an individual
or group within an organization that is achieved with certain criteria or standards in
accordance with the responsibilities and tasks assigned.
Perception according to Robbins and Judge (2016) is a person's process of
organizing and interpreting impressions in giving a certain meaning to the environment.
According to Eisenberger et al. (1986) perception of organizational support is the global
belief of an employee about how high the sensitivity and concern of the organization or
company to the welfare of employees and how the organization can appreciate its
contribution. We can conclude that the perception of organizational support is
organizational support or organizational concern for the welfare of employees felt by
employees for their contribution to the workplace.
Allen and Meyer (1990) defines that affective commitment is a condition or
emotional behavior of employees, identification and involvement of employees in the
organization or company. Affective commitment is also a component of commitment that
The Effect Of Transformational Leadership And Work Stress On Turnover Intention With Job
Satisfaction As An Intervening Variable
Indonesian Journal of Multidisciplinary Science
, Vol (11), Agustus 2022
1355
is more relevant in influencing behavior (Tjahjono et al., 2020). It can be concluded that
affective commitment is an inner emotional attachment that encourages employees to
always be involved with the organization. This process of employee engagement and
identification can lead to higher performance gains.
Research conducted by Wong and Wong (2017) revealed that employees who
receive more support from the organization will feel a positive mood at work, which in
turn can lead to a positive emotional relationship with the organization. Based on research
conducted by Hussain et al. (2019); Nuraini (2021); Oktovian and Edalmen (2021) as well
as Widarni and Prabowo (2021) the perception of organizational support has a positive
and significant effect on employee performance.
H1 : Perception of organizational support has a significant positive effect on performance.
Research conducted by Rumangkit (2020) shows that the perception of
organizational support has a positive and significant effect on affective commitment, with
the perception of perceived organizational support will make employees feel cared for
and appreciated, then form commitment from employees. Several empirical studies also
state that the perception of organizational support has a significant positive effect on
affective commitment (Bibi, Khalid, & Hussain, 2019; Nazir, Shafi, Atif, Qun, & Abdullah,
2019; Sungu, Weng, & Kitule, 2019).
H2 : Perception of organizational support has a significant positive effect on affective
commitment.
The results of research conducted by Bizri, Wahbi, and Al Jardali (2021); Ribeiro,
Gomes, and Kurian (2018); as well as Y. M. Kundi et al. (2020) explains that affective
commitment has a significant positive effect on performance. Employees with greater
affective commitment are more likely to perform at their best in their work than those
with a low sense of obligation and devotion to the organization
H3 : Affective commitment has a significant positive effect on performance.
The empirical study conducted by Tjahjono et al. (2020); Sungu et al. (2019)
shows that affective commitment mediates the effect of perceived organizational support
on job performance. The research conducted by Purnami (2017) revealed that
organizational commitment is a full mediation (full mediation) between perceptions of
organizational support on performance, then research conducted by Sabir et al. (2021)
stated that affective commitment partially mediates the effect of perceived organizational
support on performance.
H4 : Affective commitment mediates the effect of perceived organizational support on
employee performance.
In accordance with the hypothesis above, the research model is shown in the
figure below:
The Effect Of Transformational Leadership And Work Stress On Turnover Intention With Job
Satisfaction As An Intervening Variable
Indonesian Journal of Multidisciplinary Science
, Vol (11), Agustus 2022
1356
Figure 1. Research Model
METHOD
This study uses quantitative methods, and is used to test statistical analysis to test
all hypotheses. This study uses primary data from a questionnaire consisting of several
parts. The object of this research is the University of Muhammadiyah Yogyakarta. This
study uses a non-probability sampling technique or known as purposive sampling. Criteria
for participants to have a minimum of 1 (one) year of service. In addition, Tjahjono,
Basuki, and Palupi (2021) measuring the sample using the Maximum Likelihood
Estimation (MLE) procedure, which is between 100-200 respondents. Researchers
distributed 212 questionnaires by giving them directly to respondents in each office, 164
employees returned the questionnaires, and 144 questionnaires that could be processed
(response rate 68%).
Measurement
This study uses perceived organizational support as an independent variable to
influence affective commitment as an intervening variable and performance as a
dependent variable. All items are stated on a 5-point Likert scale.
The measurement for perceived organizational support was chosen for this study
from Eisenberger et al. (1986). The sample component for perceived organizational
support was 16 questions including “The organization values my contribution to its well-
being”, and “The organization is proud of my accomplishments at work”. For Affective
commitment, it was measured using 8 questions developed by Allen dan Meyer (1990)
including “I would be very happy to spend the rest of my career with this organization”,
and “I enjoy discussing my organization with people outside it”. For employee
performance, it is measured using 13 questions developed by Na-nan (2018) including
"Tasks are carried out attentively and correctly", and "Tasks are completed according to
specifications and standards".
Organizational Support
Perception
Employee
performance
Affective
Commitment
H1
H2
H3
H4
The Effect Of Transformational Leadership And Work Stress On Turnover Intention With Job
Satisfaction As An Intervening Variable
Indonesian Journal of Multidisciplinary Science
, Vol (11), Agustus 2022
1357
RESULT AND DISCUSSION
The data analysis method was carried out with the help of IBM Statistics AMOS
version 24. Validity test was based on Haryono (2017) with Confirmatory Factor Analysis
(CFA). CFA analysis is used to test the concept of the research model by using several
measurable indicators. Loading factor can be used to measure construct validity and then
a questionnaire can be said to be valid if the questions can reveal something that is
measured by the questionnaire. A construct validity by looking at the standard value of
the loading factor of each indicator. If the standard loading factor value is 0.5 or ideally
0.7 then it is declared valid (Sekaran & Bougie, 2016). Meanwhile, if the value is not valid,
then the indicator needs to be lowered in the next analysis.
Table 1 shows the construct validity of each indicator variable. It can be seen that
each indicator variable perception of organizational support, affective commitment and
employee performance are all valid.
Table 1. Validity Test
Variabel
Indikator
Standarized
Estimate
P-Value
C.R.
Ket.
Organizational
Support Perception
X1.1
.755
X1.2
.592
***
7.200
Valid
X1.3
.772
***
9.727
Valid
X1.4
.779
***
9.766
Valid
X1.5
.736
***
9.179
Valid
X1.6
.837
***
10.707
Valid
X1.7
.759
***
9.453
Valid
X1.8
.829
***
10.598
Valid
X1.9
.762
***
9.533
Valid
X1.10
.701
***
8.667
Valid
X1.11
.693
***
8.510
Valid
X1.12
.652
***
7.977
Valid
X1.13
.782
***
9.858
Valid
X1.14
.644
***
7.900
Valid
X1.15
.702
***
8.717
Valid
X1.16
.630
***
7.699
Valid
Affective
Commitment
X2.1
.630
X2.2
.712
***
7.070
Valid
X2.3
.715
***
7.171
Valid
X2.4
.745
***
7.292
Valid
The Effect Of Transformational Leadership And Work Stress On Turnover Intention With Job
Satisfaction As An Intervening Variable
Indonesian Journal of Multidisciplinary Science
, Vol (11), Agustus 2022
1358
Variabel
Indikator
Standarized
Estimate
P-Value
C.R.
Ket.
X2.5
.714
***
7.067
Valid
X2.6
.780
***
7.653
Valid
X2.7
.706
***
7.161
Valid
X2.8
.771
***
7.543
Valid
Performance
Y.1
.718
Y.2
.760
***
8.965
Valid
Y.3
.776
***
9.196
Valid
Y.4
.691
***
8.082
Valid
Y.5
.728
***
8.436
Valid
Y.6
.741
***
8.598
Valid
Y.7
.729
***
8.506
Valid
Y.8
.692
***
8.135
Valid
Y.9
.802
***
9.440
Valid
Y.10
.595
***
6.963
Valid
Y.11
.721
***
8.410
Valid
Y.12
.770
***
8.982
Valid
Y.13
.743
***
8.637
Valid
Source: Primary data processed 2022
The reliability test shows the consistency and stability of the measurement scale.
Reliability is an index that also shows how reliable the measuring instrument is. The level
of reliability can be assessed by looking at the resulting CR (Construct Reliability) value
of 0.7 and the VE (Variance Extract) value of 0.5 (Ghozali, 2014).
Based on table 2, all variables in this study have a construct reliability (CR) value
of 0.7 and a VE (Variance Extract) value of 0.5. So it can be said that all construct
indicators of perceived organizational support, affective commitment, and performance
in this study can be declared reliable.
Table 2. Reliability Test
No
Variabel
C.R
VE
Ket.
1
Perception of organizational
support
0,95
0,52
Reliabel
2
Affective Commitment
0,90
0,53
Reliabel
3
Performance
0,94
0,53
Reliabel
Source: Primary data processed 2022
The Effect Of Transformational Leadership And Work Stress On Turnover Intention With Job
Satisfaction As An Intervening Variable
Indonesian Journal of Multidisciplinary Science
, Vol (11), Agustus 2022
1359
Table 3. Hypothesis Test
Regression
Weights
Estimate
S.E.
C.R.
P
Information
KA
<--
-
PDO
0.330
0.072
4.577
***
Significant
KIN
<--
-
PDO
0.236
0.087
2.728
.006
Significant
KIN
<--
-
KA
0.585
0.141
4.154
***
Significant
Source: Primary Data processed 2022
Based on table 3, it can be seen that the perception of organizational support has
a positive and significant effect on affective commitment. Shown by the C.R value of
4.577 1.967 with a probability of P = 0.000 0.05. Based on the results of hypothesis 2
test indicating that the perception of organizational support has a positive and significant
effect on affective commitment, then the second hypothesis is supported. This finding
explains that the higher the organizational support felt by UMY employees, the more loyal
or committed employees will be to the organization. The results of this study are in line
with research conducted by Kusumawardhani and Prabawani (2017); Harthantyo and
Rahardjo (2017); Bibi et al. (2019); Nazir et al. (2019); Sungu et al. (2019); Haryokusumo
(2019) as well as Rumangkit (2020) as well as Rumangkit (2020) which also found that
there was a significant positive effect on the perception of organizational support on
affective commitment.
Perception of organizational support has a positive and significant effect on
performance. Shown by the value of C.R. of 2.728 1.967 with probability P = 0.006 0.05.
Based on the results of testing hypothesis 1, indicating that the perception of
organizational support has a significant positive direct effect on performance, the first
hypothesis is supported. This finding explains that the organizational support felt by
permanent employees of the University of Muhammadiyah Yogyakarta affects their level
of performance. The results of this study are in line with research conducted by Khan and
Ghufran (2018), Hussain et al. (2019), Nuraini (2021); Oktovian and Edalmen (2021);
Widarni and Prabowo (2021) as well as Metria and Riana (2018) show that the perception
of organizational support has a positive and significant effect on performance.
Affective commitment has a positive and significant effect on performance. Shown
by the value of C.R. of 4.154 1.967 with probability P = 0.000 0.05. The results of
hypothesis 3 test indicate that affective commitment has a positive and significant effect
on performance, so the third hypothesis is supported. This finding explains that the more
The Effect Of Transformational Leadership And Work Stress On Turnover Intention With Job
Satisfaction As An Intervening Variable
Indonesian Journal of Multidisciplinary Science
, Vol (11), Agustus 2022
1360
UMY employees are committed to the organization, the more employees will improve
their performance. The results of this study are in line with the research conducted by
Tjahjono et al. (2020); Bizri, Wahbi, and Al Jardali (2021); Swalhi, Zgoulli, and
Hofaidhllaoui (2017); Lee and Ravichandran (2019) as well as Ribeiro, Gomes, and Kurian
(2018) show that affective commitment has a significant positive effect on employee
performance.
Table 4. Standardized Direct Effect (Group number 1-Default model)
Organizational
Support
Perception
Affective
Commitment
Performance
Affective
Commitment
.462
.000
.000
Performance
.246
.435
.000
Source: Primary data processed in 2022
Table 5. Standardized Indirect Effect (Group number 1-Deadult model)
Organizational
Support
Perception
Affective
Commitment
Performance
Affective
Commitment
.000
.000
.000
Performance
.201
.000
.000
Source: Primary data processed in 2022
The effect of perceived organizational support on performance is mediated
by affective commitment comparing the value of direct effect < value of indirect
effect. Based on tables 4 and 5, the results of testing the relationship between the
two variables show a value of 0.246 > 0.201. This means that affective
commitment does not significantly mediate the perceived organizational support
variable on performance. This means that the effect of perceived organizational
support on employee performance is greater directly without going through
affective commitment, but there is still an indirect effect of perceived
organizational support on employee performance through affective commitment
variables. Affective commitment variable is not able to be an intermediary that
strengthens the perception of organizational support for performance. This
illustrates that UMY's permanent employees feel supported by their organization
The Effect Of Transformational Leadership And Work Stress On Turnover Intention With Job
Satisfaction As An Intervening Variable
Indonesian Journal of Multidisciplinary Science
, Vol (11), Agustus 2022
1361
and are able to produce good performance dimensions without any affective
commitment they feel. So H4 which states that there is an indirect effect between
perceptions of organizational support and unsupported performance.
CONCLUSION
The conclusions of this study are: 1) The results of the first hypothesis test shows
that the perception of organizational support has a direct significant effect on
performance. This means that the high level of support felt by employees at work will
affect their level of performance. 2) The results of the second hypothesis test indicate
that the perception of organizational support has a significant positive effect on affective
commitment. That is, the more employees feel high support from the organization, the
employees will also be more committed to the organization. 3) The results of the third
hypothesis indicate that affective commitment has a significant positive effect on
employee performance. This means that the more committed employees are to their
organization, the more employees will perform better. 4) The results of the fourth
hypothesis indicate that affective commitment does not mediate the effect of perceived
organizational support on performance. That is, the effect of perceived organizational
support on employee performance is greater directly without going through affective
commitment, but there is still an indirect effect of perceived organizational support on
employee performance through affective commitment variables so that organizational
support perceived by employees will not affect or will not improve performance.
employees through affective commitment.
Research Based on the results of this study, there are several good suggestions
for the University of Muhammadiyah Yogyakarta as consideration in the formulation
related to the realization of this research variable, as well as suggestions for further
research to be able to improve the findings that have been generated from this research:
1) Suggestions for UMY: results In this study, it is known that there is an influence of
perceived organizational support and affective commitment variables on employee
performance at the University of Muhammadiyah Yogyakarta. Based on these findings,
leaders or decision makers at the University of Muhammadiyah Yogyakarta still need to
pay attention to organizational support and employee affective commitment because with
the existence of organizational support and good affective commitment, the performance
of Muhammadiyah Yogyakarta University employees can increase and be able to have a
good influence on UMY. 2) Suggestions for further researchers: Further research is
needed on employee performance by adding more relevant variables that can improve
employee performance. Such as the use of mediation variables that can have a more
significant effect, such as procedural justice (Tjahjono et al., 2020). Researchers also
suggest conducting more in-depth research so as to reduce bias. In addition, it is
The Effect Of Transformational Leadership And Work Stress On Turnover Intention With Job
Satisfaction As An Intervening Variable
Indonesian Journal of Multidisciplinary Science
, Vol (11), Agustus 2022
1362
recommended to expand the scope of the research object to be more representative,
because employees in other institutions have different characteristics and it is also
important to study further.
REFERENCE
Allen, N. J., & Meyer, J. P. (1990). The measurement and antecedents of affective,
continuance and normative commitment to the organization.
Journal of
Occupational Psychology, 63
, 1-18.
Bibi, A., Khalid, M. A., & Hussain, A. (2019). Perceived organizational support and
organizational commitment among special education teachers in Pakistan.
International Journal of Educational Management
.
Bizri, R., Wahbi, M., & Al Jardali, H. (2021). The impact of CSR best practices on job
performance: the mediating roles of affective commitment and work engagement.
Journal of Organizational Effectiveness: People and Performance
.
Diana, S., & Frianto, A. (2021). Pengaruh Perceived Organizational Support dan Employee
Engagement Terhadap Kinerja Karyawan.
Jurnal Ilmu Manajemen, 9
(3), 1205-
1213.
Eisenberger, R., Huntington, R., Hutchison, S., & Sowa, D. (1986). Perceived
organizational support.
Journal of Applied psychology, 71
(3), 500.
Ghozali, I. (2014).
Structural Equation Modeling, Metode Alternatif dengan Partial Least
Squares (PLS)
. Semarang: Badan Penerbit Universitas Diponegoro.
Harthantyo, Y., & Rahardjo, M. (2017). Pengaruh Leader-Member Exchange (Lmx) Dan
Percieved Organizational Support (Pos) Terhadap Komitmen Afektif (Studi Kasus
Pada Karyawan Rumah Sakit Mekar Sari Bekasi).
Diponegoro Journal of
Management, 6
(4), 1030-1042.
Haryokusumo, D. (2019). Pengaruh Dukungan Organisasi dan Komunitas pada Komitmen
Afektif dengan Kebermaknaan Kerja Sebagai Pemoderasi.
Jurnal Bisnis Darmajaya,
5
(2), 1-19.
Haryono, S. (2017).
Metode SEM Untuk Penelitian Manajemen AMOS LISREL PLS
(H.
Mintardja Ed. I ed.). Jakarta Timur: Luxima Metro Media.
Hussain, S. D., Khaliq, A., Nisar, Q. A., Kamboh, A. Z., & Ali, S. (2019). The Impact of
Employees’ Recognition, Rewards and Job Stress on Job Performance: Mediating
The Effect Of Transformational Leadership And Work Stress On Turnover Intention With Job
Satisfaction As An Intervening Variable
Indonesian Journal of Multidisciplinary Science
, Vol (11), Agustus 2022
1363
Role of Perceived Organization Support.
SEISENSE Journal of Management, 2
(2),
69-82.
Jain, A. K., & Sullivan, S. (2019). An examination of the relationship between careerism
and organizational commitment, satisfaction, and performance.
Personnel Review
.
Kalemci, R. A., Kalemci-Tuzun, I., & Ozkan-Canbolat, E. (2019). Employee deviant
behavior: role of culture and organizational relevant support.
European Journal of
Management and Business Economics
.
Khan, R., & Ghufran, H. (2018). The mediating role of perceived organizational support
between qualitative job insecurity, organizational citizenship behavior and job
performance.
Journal of Entrepreneurship & Organization Management, 7
(228), 2.
Khusnah, D. R. L. (2020).
Pengaruh Persepsi Dukungan Organisasi Terhadap Kinerja
Karyawan Perusahaan Finance di Jember.
Universitas Muhammadiyah Jember,
Kundi, M., Ikramullah, M., Iqbal, M. Z., & Ul-Hassan, F. S. (2018). Affective commitment
as mechanism behind perceived career opportunity and turnover intentions with
conditional effect of organizational prestige.
Journal of Managerial Sciences, 1
.
Kundi, Y. M., Aboramadan, M., Elhamalawi, E. M., & Shahid, S. (2020). Employee
psychological well-being and job performance: exploring mediating and
moderating mechanisms.
International Journal of Organizational Analysis
.
Kusumawardhani, H. A., & Prabawani, B. (2017). Pengaruh Dukungan Organisasi dan
Komunikasi Interpersonal terhadap Komitmen Afektif melalui Kepuasan Kerja
sebagai Variabel Intervening pada Karyawan bagian Pengemasan PT. Sido Muncul
Semarang, Tbk.
Jurnal Ilmu Administrasi Bisnis, 6
(4), 1-10.
Lee, S. A., & Ravichandran, S. (2019). Impact of employees’ job control perceptions on
their work-related responses in the hospitality industry.
International Journal of
Contemporary Hospitality Management
.
Maryati, T., & Astuti, R. J. (2020). The Influence Of Emotional Intelligence And Spiritual
Intelligence On Employee Performance: The Role Of Affective Commitment.
PalArch's Journal of Archaeology of Egypt/Egyptology, 17
(6), 10930-10939.
Metria, K., & Riana, I. G. (2018). Pengaruh Dukungan Organisasi Terhadap Komitmen
Organisasional Dan Kinerja Pegawai.
E-Jurnal Ekonomi dan Bisnis Universitas
Udayana, 7
(2018), 2117-2146.
Meyer, J. P., & Herscovitch, L. (2001). Commitment in the workplace: Toward a general
model.
Human resource management review, 11
(3), 299-326.
The Effect Of Transformational Leadership And Work Stress On Turnover Intention With Job
Satisfaction As An Intervening Variable
Indonesian Journal of Multidisciplinary Science
, Vol (11), Agustus 2022
1364
Mubarokah, A. (2021).
Pengaruh Kerjasama Tim Terhadap Kinerja Anggota Dengan
Komitmen Afektif Sebagai Variabel Intervening (Studi pada Lembaga
Kemahasiswaan Jurusan Fakultas Ekonomi dan Bisnis Universitas Muhammadiyah
Yogyakarta).
Universitas Muhammadiyah Yogyakarta,
Murphy, K. R., & Kroeker, L. P. (1988).
Dimensions of job performance
. Retrieved from
Na-Nan, K., Chaiprasit, K., & Pukkeeree, P. (2018). Factor analysis-validated
comprehensive employee job performance scale.
International Journal of Quality
& Reliability Management
.
Nazir, S., Shafi, A., Atif, M. M., Qun, W., & Abdullah, S. M. (2019). How organization
justice and perceived organizational support facilitate employees’ innovative
behavior at work.
Employee Relations: The International Journal
.
Nuraini, N. (2021). Pengaruh Keadilan Organisasional Dan Persepsi Dukungan Organisasi
Terhadap Kinerja Pegawai: Dimediasi Oleh Komitmen Organisasional.
Al Hakim:
Jurnal Hukum dan Ekonomi Syariah, 1
(1).
Oktovian, S., & Edalmen, E. (2021). Faktor-Faktor Yang Mempengaruhi Kinerja Karyawan
Di Sekolah Methodist Banda Aceh.
Jurnal Manajerial Dan Kewirausahaan, 3
(3),
841-852.
Pusparani, M. (2021). Faktor Yang Mempengaruhi Kinerja Pegawai (Suatu Kajian Studi
Literatur Manajemen Sumber Daya Manusia).
Jurnal Ilmu Manajemen Terapan,
2
(4), 534-543.
Ribeiro, N., Gomes, D., & Kurian, S. (2018). Authentic leadership and performance: the
mediating role of employees’ affective commitment.
Social Responsibility Journal
.
Robbins, S. P., & Judge, T. A. (2016).
Organizational Behavior
. New Jersey: Pearson
Prentice Hall.
Rumangkit, S. (2020). Mediator Analysis of Perceived Organizational Support: Role of
Spiritual Leadership on Affective Commitment.
JDM (Jurnal Dinamika Manajemen),
11
(1), 48-55.
Saputro, I. E., Bairizki, A., & Hidayat, S. (2021). Pengaruh Kompensasi dan Fleksibilitas
Kerja Driver Grab terhadap Kinerja dan Motivasi sebagai Variabel Intervening di
Mataram.
Jurnal Bina Bangsa Ekonomika, 14
(1), 24-45.
Sekaran, U., & Bougie, R. (2016).
Research Methods For Business : A Skill Building
Approach Seventh Edition
United Kingdom: John Wiley & Sons Ltd.
The Effect Of Transformational Leadership And Work Stress On Turnover Intention With Job
Satisfaction As An Intervening Variable
Indonesian Journal of Multidisciplinary Science
, Vol (11), Agustus 2022
1365
Soni, I. S. K. (2020). Peran Motivasi Intrinsik Dalam Pengaruh Komitmen Afektif Dan
Kompetensi Terhadap Kinerja Karyawan Disabilitas.
Sains Manajemen, 6
(2), 149-
160.
Sungu, L. J., Weng, Q. D., & Kitule, J. A. (2019). When organizational support yields both
performance and satisfaction: The role of performance ability in the lens of social
exchange theory.
Personnel Review
.
Suryani, N. K., & FoEh, J. E. (2018).
Kinerja Organisasi
: Deepublish.
Swalhi, A., Zgoulli, S., & Hofaidhllaoui, M. (2017). The influence of organizational justice
on job performance: The mediating effect of affective commitment.
Journal of
Management Development
.
Tjahjono, H. K., Basuki, A., & Palupi, M. (2021).
Aplikasi SEM dalam Studi Perilaku
Organisasional
. Yogyakarta: UPP STIM YKPN.
Tjahjono, H. K., Rahayu, M. K. P., & Putra, A. D. (2020). The Mediating Role Of Affective
Commitment On The Effect Of Perceived Organizational Support And Procedural
Justice On Job Performance Of Civil Servant.
Journal of Leadership in
Organizations, 2
(2).
Wahyuni, R. A. (2019). Perceived organizational support dan talent management
terhadap kinerja karyawan melalui employee engagement.
Jurnal Ilmu
Manajemen, 7
(4), 905-913.
Widarni, E. L., & Prabowo, B. H. (2021). Pengaruh Motivasi Pelayanan Publik, Persepsi
Dukungan Organisasi, Dan Kompatibilitas Terhadap Kinerja Pegawal Dinas
Kependudukan Dan Pencatatan Sipil Kabupaten MALANG.
Dinamika Governance:
Jurnal Ilmu Administrasi Negara, 11
(2).
Wong, Y.-W., & Wong, Y.-t. (2017). The effects of perceived organisational support and
affective commitment on turnover intention: a test of two competing models.
Journal of Chinese Human Resource Management
.
