Antecedents of employee performance and the influence on employee job satisfaction in banking service sector in Indonesia

  • Received July 20, 2017;
    Accepted October 10, 2017;
    Published November 30, 2017
  • Author(s)
  • DOI
  • Article Info
    Volume 12 2017, Issue #4, pp. 75-89
  • Cited by
    3 articles

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This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License

The purpose of this study is to determine the difference between three antecedent variables of performance and the impact on employee job performance through reward, compared with institutions led by men and women. The method used was survey method. Quantitative explanation method was also used to explain the relation, difference, and influence between the variables. The type of data in this research is quantitative data. The data used in this study are primary those from the respondents' perception of the variables used. The population in this study was all bank employees in Jakarta in PT Bank X Tbk, PT Bank Negara Indonesia Tbk, PT Bank Rakyat Indonesia Tbk, PT Bank Tabungan Negara and Bank BCA. The research sample consisted of employees who directly worked under female and male middle managers in the same division. The sampling method was probability sampling according to which all population units have chance to be sampled because of the population’s homogeneity. The sample was determined by simple random sampling. Sampling of male and female employees was proportion of multistage random sampling method and sampling using procedure. To solve the problems of this study Structural Equation Modeling (SEM) analysis tool was employed using Analysis of Moment Structures (AMOS) 5 software. The result showed that the performance of employees led by male middle managers was determined by organizational culture and employee work motivation, but transactional leadership style couldn’t influence employee performance. Female managers’ leadership style had reciprocal influence on organizational culture while male managers’ leadership style didn’t have reciprocal influence on organizational culture. Employee work motivation was influenced by male and female middle managers’ leadership style. The reward received by employees led by male and female middle managers was influenced by employee performance. The job satisfaction of employees led by male and female middle managers was determined by intrinsic and extrinsic rewards they received. Male middle managers generally applied transactional leadership style while female used transactional and transformational leadership styles. Gender difference caused differences in behaviors, mentality, and emotional characteristics which are the results of socio-cultural constructs in the society which produced differences in leadership style, behavior and work attitude.

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    • Figure 1. Conceptual framework
    • Figure 2. The results of early test of the relation between variables and male middle managers
    • Figure 3. The results of early test of the relation between variables and female middle managers
    • Figure 4. The results of final test of the relation between variables and male middle managers
    • Table 1. The comparison of the relations of variables between male and female middle managers
    • Table 2. Hypothesis test of the model of relations between variables on male and female middle managers