Analysis Of The Effect Servant Leadership And Organizational Culture On Human Resource Performance With Job Satisfaction As An Intervening Variabel In The Drainage Division Of The Departement Of Water Resources And Highways Service, Surabaya City Govermen
DOI:
https://doi.org/10.24256/kharaj.v8i1.9193Keywords:
Servant leadership, organizational culture, job satisfaction, performance.Abstract
purpose: The purpose of this study is to examine and analyze the influence of servant leadership and organizational culture on human resource performance with job satisfaction as an intervening variable in the Drainage Division of the Water Resources and Highways Service of Surabaya city Goverment. Methods: This study uses a causal research design with a quantitative approach. The research was conducted at the Water Resources and Highways service office, Drainage Division, Jimerto street no. 6-8, Ketabang Village, Genteng District, Surabaya city, East Java. The population in this study consisted of 94 civil servants and non-civil servants working in the Drainage Division of the Water Resources and Highways service office Surabaya city Goverment. The sampling technique used the census method, so that the number of samples taken was 94 employees of the Drainage Division. Data collection was carried out by distributing questionnaires. The data analysis technique used was SEM (Structural Equation Model) based on Partial Least Square (PLS) version 4.1.1.5. Results: The results of this study prove that servant leadership has no effect on job satisfaction, organizational culture has a positive and significant effect on job satisfaction, servant leadership has no effect on employee performance, organizational culture has a significant and positive effect on employee performance, and job satisfaction is unable to mediate servant leadership and organizational culture on employee performance. Implications: These findings imply that strengthening organizational culture should be prioritized over servant leadership to enhance job satisfaction and employee performance in public sector organizations.
References
Afdaliza. (2015). Self-efficacy influence toward work engagement with psychological contract fulfillment as moderator. Jurnal Ilmu Ekonomi dan Sosial, 4(1), 1–14.
Ali, H., Sastrodiharjo, I., & Saputra, F. (2022). Measurement of organizational citizenship behavior: workload and culture. Jurnal Manajemen.
Alfathir. (2022). The effect of servant leadership on employee performance through job satisfaction. Jurnal Manajemen.
Amirullah. (2015). Strategic Management: Concepts of Performance Theory [Manajemen Strategi: Konsep Teori Kinerja]. Mitra Wacana Media.
Anderson, P. K. (2005). A correlational analysis of servant leadership and job satisfaction in religious educational organizations (Doctoral dissertation, University of Phoenix).
Ansory, A. F. (2018). Human Resource Management [Manajemen Sumber Daya Manusia]. Indomedia Pustaka.
Apriyanti, E., et al. (2021). Servant leadership effect on performance through job satisfaction. Jurnal Manajemen Sumber Daya Manusia.
Arifianti, D. R., & Safitri, R. (2022). The influence of career development and organizational culture on employee performance. Jurnal Tabarru: Islamic Banking and Finance, 5(2), 488–498.
Astuti, D., & Suwandi. (2022). The influence of employee engagement on employee performance mediated by job satisfaction. Jurnal Ekonomi dan Bisnis, 11(4), 615–623.
Bellou, V. (2008). Identifying organizational culture and subcultures within Greek public hospitals. Journal of Health Organization and Management, 22(5), 496–509.
Budiati, A., & Widyastuti, W. (2024). Organizational culture influence on employee performance mediated by job satisfaction. Jurnal Administrasi Publik.
Dami, D. W., FoEh, J. E., & Manafe, H. A. (2022). Organizational engagement, commitment, and culture toward performance with job satisfaction as mediator. Jurnal Ilmu Multidisiplin, 1(2), 514–526. https://doi.org/10.38035/jim.v1i2.59
David, F. R., & David, F. R. (2015). Strategic Management [Manajemen Strategi Edisi 15]. Salemba Empat.
Donghong, D., et al. (2012). Relationship of servant leadership and employee loyalty: The mediating role of employee satisfaction. Journal of Scientific Research, 4, 208–215.
Effendy, O. U. (2015). Communication Theory and Practice [Ilmu Komunikasi]. PT Citra Aditya Bakti.
Enno, A., & Satrio, D. (2017). Organizational culture influence toward employee performance. Jurnal Ilmu Administrasi.
Fadilah, N., & Wilian, R. (2023). Servant leadership and job satisfaction. Jurnal Manajemen.
Ghozali, I. (2012). Partial Least Square: Concepts, Techniques, and Applications. Universitas Diponegoro Press.
Ghozali, I. (2014). Structural Equation Modeling Using PLS. Universitas Diponegoro Press.
Gomes, C. F. (2010). Human Resource Management [Manajemen Sumber Daya Manusia]. Andi Offset.
Handoko, T. H. (2012). Personnel and Human Resource Management. BPFE.
Haryadi, D., & Wahyudi, W. (2020). Organizational culture and employee performance mediated by job satisfaction. Gemilang: Jurnal Manajemen dan Strategi Bisnis, 1(1), 15–21.
Hasibuan. (2022). The effect of job satisfaction and work motivation on performance in PT Pos Indonesia Binjai. Universitas Sumatera Utara.
Ivancevich, J. M. (2011). Organizational Behavior and Management. McGraw-Hill.
Kasmir. (2016). Human Resource Management. PT Raja Grafindo Persada.
Koesomowidjojo, S. (2017). Practical Guide to Workload Analysis. Raih Asa Sukses.
Linda, S. A., et al. (2023). Organizational culture and motivation on performance through job satisfaction. Jurnal Administrasi Publik.
Londok, M. (2018). Job satisfaction influence on employee performance. Jurnal Ilmu Manajemen.
Luthans, F. (2014). Organizational Behavior. McGraw-Hill.
Mahardika, I. N. B. P., & Wibawa, I. M. A. (2019). Organizational culture, job satisfaction, and commitment effect on OCB. E-Jurnal Manajemen, 8(1), 7340–7370. https://doi.org/10.24843
Mangkunegara, A. A. A. P. (2016). Human Resource Management. PT Remaja Rosdakarya.
Marpaung, F. K., et al. (2019). Career development and discipline effect on performance. Jurnal Manajemen, 5(2), 131–143.
MENPAN. (1997). Workload definition. Retrieved from http://www.bkn.go.id
Mukminin, A., et al. (2019). Human Resource Management in Education. UNY Press.
Nurhasanah, Jufrizen, & Tupti, Z. (2022). Work ethics, organizational culture and workload toward performance with job satisfaction mediator. JESYA, 5(1), 245–261. https://doi.org/10.36778/jesya.v5i1.618
Pala’langan. (2023). Servant leadership, work discipline and job satisfaction toward teacher performance. Jurnal Pendidikan.
Prasetyo, E. T., & Marlina, P. (2019). The influence of work discipline and job satisfaction on employee performance. Jurnal Inspirasi Bisnis dan Manajemen, 3(1), 21. https://doi.org/10.33603/jibm.v3i1.2080
Puangyoykeaw, K., & Nishide, Y. (2015). Organizational commitment and turnover intention in immigrant workers. International Journal of Business and Management, 10(5), 98–112.
Rachman, T. (2016). Corporate Human Resource Management. Ghalia Indonesia.
Rivai, V. Z. (2015). Human Resource Management for Companies. PT Raja Grafindo Persada.
Robbins, S. P., & Judge, T. A. (2013). Organizational Behavior (15th ed.). Pearson.
Sari, N., et al. (2022). Workload effect on job satisfaction and performance. Jurnal Ikra-Ith Ekonomika, 5(2), 56–66.
Schaufeli, W. B., & Bakker, A. B. (2010). Defining and measuring work engagement. Psychology Press.
Schaufeli, W. B., et al. (2002). The measurement of engagement and burnout. Journal of Happiness Studies, 71–92.
Sedarmayanti. (2017). Planning and HR Development for Competence and Productivity. PT Refika Aditama.
Shahzad, F., et al. (2013). Organizational culture and employee performance. International Journal of Business and Social Science, 4(9), 91–96.
Silalahi, U. (2013). Fundamentals of Management. PT Refika Aditama.
Sudarmanto. (2014). Performance and HR Competence Development. Pustaka Pelajar.
Sugiyono. (2016). Quantitative, Qualitative, and R&D Research Methods. Alfabeta.
Surabaya City Water Resources and Highways Office. (2022). Strategic Plan 2021–2026.
Surabaya City Water Resources and Highways Office. (2022). Performance Report 2022.
Suratman, & Supriyatiningsih. (2019). Organizational culture on performance through job satisfaction. Jurnal Pendidikan.
Sutrisno, E. (2012). Human Resource Management. Prenada Media Group.
Sutrisno, E. (2020). Human Resource Management. Kencana.
Syamsir, T. (2013). Organization and Management. Alfabeta.
Tiomantara, P., & Adiputra, G. (2021). Work environment and organizational culture influence on job satisfaction. Jurnal Manajemen.
Trisna Yanti, et al. (2024). Servant leadership, motivation and discipline toward employee performance. Jurnal Manajemen.
Tumbelaka, et al. (2016). Organizational culture influence on satisfaction, commitment and intention to leave. Jurnal Manajemen.
Wardiah, M. L. (2016). Organizational Behavior and Culture Theory. Pustaka Setia.
Wexley, K., & Yukl, G. (2003). Organizational Behavior and Personnel Psychology. Rineka Cipta.
Yongxing, G., et al. (2017). Work engagement and job performance: perceived organizational support as moderator. Anales de Psicología, 33, 708–713. https://doi.org/10.6018/analesps.33.3.238571
Yunita, R., & Yansyah. (2024). Job satisfaction effect on employee performance. Jurnal Manajemen.
Yunus, Y., Kasran, M., & Sampetan, S. (2023). Organizational culture and employee engagement influence on performance. JMBI Unsrat, 10(1), 240–251. https://doi.org/10.35794/jmbi.v10i1.46266
Downloads
Published
How to Cite
Issue
Section
Citation Check
License
Copyright (c) 2026 Syahrur Romadhona, Dewie Tri Wijayati Wardoyo, Andre Dwijanto Witjaksono
This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
Authors retain copyright and grant the journal right of first publication with the work simultaneously licensed under a Creative Commons Attribution-ShareAlike 4.0 International License. In line with the license, authors are allowed to share and adapt the material. In addition, the material must be given appropriate credit, provided with a link to the license, and indicated if changes were made. If authors remix, transform or build upon the material, authors must distribute their contributions under the same license as the original.
