PERFORMANCE ANALYSIS OF GOVERNMENT EMPLOYEES: A CASE OF INDONESIAN GOVERNMENT WORKERS
Abstract
Purpose:This study's goal is to investigate and comprehend the elements affecting worker performance at the Ministry of Maritime Affairs and Fisheries of the Republic of Indonesia, with a focus on perceived organizational support, transactional leadership, transformational leadership, and organizational behavior.
Theoretical Framework:The theoretical framework includes ideas from organizational behavior, perceived organizational support, transactional and transformational leadership theories, and organizational citizenship behavior. It asserts that these elements interact to affect employee performance.
Design/Methodology/Approach:A questionnaire is used in the study's quantitative methodology to collect data from 200 participants. SmartPLS software is then used to analyze the data, enabling an empirical evaluation of the relationships between the identified variables.
Findings:The results of the study show that perceived organizational support, transactional leadership, and transformational leadership have a significant and positive impact on worker performance. Also revealed is how organizational citizenship behavior modifies these relationships.
Research Implications:This study advances our knowledge of how organizational behavior, perceived organizational support, and leadership styles affect employee performance in a public service organization. It emphasizes how crucial it is to take these things into account in order to improve employee performance.
Practical Implications:The study's conclusions offer managers and other leaders in the Ministry of Maritime Affairs and Fisheries useful guidance on how to effectively promote worker performance through transactional and transformational leadership approaches and cultivate a supportive organizational culture.
Social Implications:The study is important for public service organizations because the knowledge it yields could help raise employee productivity generally and raise the standard of public services.
Originality/Value:The originality of the study is found in its examination of the combined effects of transactional leadership, transformational leadership, perceived organizational support, and organizational behavior on worker performance in a particular public service context. Understanding these relationships is given a fresh perspective by recognizing the moderating function of organizational citizenship behavior. In general, the research adds significant knowledge to the fields of organizational behavior and public administration.
