P-ISSN: 2808-5957

E-ISSN: 2808-6724

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JOB CHARACTERISTICS, JOB INVOLVEMENT, AND

TRANSFORMATIONAL LEADERSHIP’S EFFECTS ON EMPLOYEE

PERFORMANCE THROUGH WORK ENGAGEMENT

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INTRODUCTION

being caused by internal developments in the banking world, these changes are also inseparable

results in the development of the company's business. On the other hand, poor performance will

also have a negative impact on the company.

performance if he has good quality work in completing every job given by the leader. Good

employee performance is also marked by the ability to complete tasks on time and can achieve

each target set by the company, as stated by Mangkunegara (2013) that employee performance is

the result of work in quality and quantity achieved by an employee in carrying out their duties in

Job Characteristics, Job Involvement, and Transformational Leadership’s Effects on Employee

Performance through Work Engagement

come from within the individual itself (education, experience, motivation, health, age, skills,

emotional and spiritual). Extrinsic factors are more aimed at factors that come from outside the

individual consisting of the physical and non-physical environment (leadership, vertical and

horizontal communication, compensation, supervisor control, facilities, training, workload, work

procedures, punishment systems and so on). The implication of the job characteristic model is that

when the strength of growth needs is met from job characteristics, high performance and job

satisfaction will be achieved (Hackman & Oldham, 2005).

because employees who are emotionally attached to the organization where they work, have high

involvement in work and are enthusiastic about the success of the organization, they are also

Characteristics are inherent in a job, where these Job Characteristics or job characteristics have

aspects or components that can lead to a full understanding of a job, a sense of responsibility for

the results of work, a sense of concern for the impact of work, and also produce positive politeness

norms for employees, to further influence employee engagement (Hackman & Oldham, 2005).

Involvement in work (Robbins & Judge, 2016) is an attempt to measure the extent to which

individuals consider the work important and the performance achieved as a form of appreciation

for themselves. In other words, job involvement is an employee's commitment to his work. This is

indicated by high employee concern for their work, a feeling of psychological attachment to the

work being done and a strong belief in their ability to complete the job.

employees are involved in making optimal decisions from various perspectives (Kemelgor, 2010).

Job Characteristics, Job Involvement, and Transformational Leadership’s Effects on Employee

Performance through Work Engagement

is leadership that teaches followers to become more aware of the importance and value of work

and persuades employees not to prioritize their own interests for the sake of the organization.

for more responsibility in an organization. Research by Buil et al. (2019) shows that

transformational leadership influences job performance. Likewise with the research findings of

Pambudi et al. (2016) which proves that transformational leadership has a significant effect on

employee performance, which means that the better the transformational leadership in the

company, the better the employee performance.

necessarily directly affect an employee's performance, but there can be factors that bridge the gap

has an effect on Work Engagement. Research conducted by Salu and Hartijasi (2018) and Goei

and Winata (2016) prove that Transformational Leadership influences Work Engagement.

Research by Setjoadi et al. (2016) also proves that Transformational Leadership influences Work

Engagement.

from the center of the mind which is characterized. Work Engagement has implications for the

performance of both individuals and companies. This is in line with Dajani’s research (2015)

which proves that employee engagement has a significant impact on job performance. Work

engagement is important in a company because it can have a positive impact on the company's

success in achieving its goals. (Schiemann, 2011) suggests that attachment has a real positive

work engagement of an employee, the higher the employee's performance.

Job Characteristics, Job Involvement, and Transformational Leadership’s Effects on Employee

Performance through Work Engagement

the company have optimal performance. It was found that there was still performance that had not

reached the target. This is known from the results of initial interviews conducted with the Head of

General Supervisor and HR in the following interview excerpt: “...Here we always evaluate the

performance of employees and we always evaluate these assessments, so that we know the

progress of the performance of the employees here. We usually carry out evaluations every 6

months, and from the results of the evaluation, it was found that there were still employees who

did not meet their targets at work."

achieved by 0.49% which then decreased in 2017 to 0.06%. Based on the results of initial

observations indicating the low performance of these employees is because employees do not feel

just stagnate, that means they don't feel attached to company."

leadership that is applied in influencing employees at work (transformational leadership). The

existing phenomenon shows that leaders are not fully able to direct employees to understand the

importance of work for employees and have not been able to provide an understanding of

responsibilities at work. This situation can be observed from the lack of integration of employees

in working with the work for which they are responsible, so that they often carry out mutations,

rotations, and demotions, employees feel that their activities are being monitored, they are not

given autonomy at work, so employees feel that work is under pressure, difficulties in developing

their creativity to create value (Value Creation), which in the end has not been able to motivate

performance. The effect of job involvement on employee performance is explained by Septiadi et

Job Characteristics, Job Involvement, and Transformational Leadership’s Effects on Employee

Performance through Work Engagement

effect of transformational leadership on employee performance is explained by Yukl (2013) who

states that transformational leadership makes followers more aware of the importance and value

of work and persuades employees not to prioritize their own interests for the sake of the

organization. The results of Salu and Hartijasi (2018) found that there was no significant effect

between transformational leadership and job performance.

Job Characteristics, Job Involvement, Transformational Leadership on Work Engagement and

Employee Performance at Bank Jatim". The research would like to measure the effects of job

characteristics, job involvement, and transformational leadership on employee performance

mediated by work engagement.

Branch and Bank Jatim Sub-Branch. The sampling technique in this study was proportional

sampling. Based on the results of the Slovin formula, a sample of 190.8 was obtained which was

rounded up to 191 samples out of 365. So the samples used in this study were 191 employees of

the Surabaya Branch and Bank Jatim Sub-Branch.

carried out by distributing research questionnaires to predetermined samples. This study uses a 5

Likert scale in answering the questions in the research questionnaire. The data analysis technique

used is descriptive analysis, validity and reliability test, and SEM-PLS analysis.

Job Characteristics, Job Involvement, and Transformational Leadership’s Effects on Employee

Performance through Work Engagement

influenced by Job Characteristics, Job Involvement, Transformational Leadership, and OCB. while

OCB is influenced by Job Characteristic, Job Involvement, Transformational Leadership which is

shown in the following equation.

Job Characteristics, Job Involvement, and Transformational Leadership’s Effects on Employee

Performance through Work Engagement

Original

Sample (O)

Sample

Mean (M)

Standard

Deviation

(STDEV)

T Statistics

(|O/STDEV|)

Tranformational

Leadership (X

3

0.161

0.166

0.047

3.418

The test results show that:

statistic value is 2,777 which means greater than 1.96, so the H1 hypothesis which reads

"Job Characteristics affect Work Engagement in Bank Jatim Employees", can be declared

accepted.

which job characteristics (autonomy, feedback, skill variation, task identity, and task

significance) have a positive and significant relationship with work involvement. The

higher the job characteristics, the higher the Work Engagement, conversely the lower the

Job Characteristics, Job Involvement, and Transformational Leadership’s Effects on Employee

Performance through Work Engagement

(2015), and Sulin and Yanuar (2019) where job characteristics have a significant positive

effect on employee performance. Ananda and Sunuharyo (2018) also prove that job

characteristics have a significant effect on employee performance.

value is 4,005 which means greater than 1.96, so the H3 hypothesis which reads "Job

Involvement has an effect on Work Engagement in Bank Jatim Employees", can be

declared accepted.

work involvement has a positive effect on employee engagement.

relationship between the variables of Work Engagement and Performance. Gumilang

(2017), Dajani (2015), and Septiadi et al. (2017) in their research also proves that work

involvement has a significant effect on employee performance.

value is 3,418 which means greater than 1.96, so the H5 hypothesis which reads

"Transformational Leadership affects Work Engagement in Bank Jatim Employees", can

be declared accepted.

Witiastuti, 2016) where transformational leadership has no effect on work engagement.

However, Handayani (2017) proves that transformational leadership for individualized

(2016) where transformational leadership has a direct, insignificant positive effect on

employee performance. However, the results of this study differ from those of Buil,

Job Characteristics, Job Involvement, and Transformational Leadership’s Effects on Employee

Performance through Work Engagement

"Work Engagement has an effect on Employee Performance at Bank Jatim Employees",

can be declared accepted.

research (2016) where employee engagement has a significant effect on employee

performance at PT Studio Cilaki Empat Lima Bandung.

CONCLUSION

engagement and employee performance at Bank Jatim employees. The results of the study show

that there is an influence of leadership, job characteristics, and job involvement on work

able to improve the performance of its employees. The results of the study show that employee

performance is influenced by Job Involvement. Companies must strive to continuously improve

the Job Involvement of their employees.

similar research and can even be used as further research specifically related to concepts or theories

that support human resource management knowledge, namely regarding transformational

leadership, job characteristics, job involvement, work engagement, and performance.

REFERENCES

Azzahra, F., & Maryati, T. (2016). Dampak job involvement dalam peningkatan kinerja pegawai

melalui komitmen organisasional. JBTI.