Jul 2026· Studi Ilmu Manajemen dan Organisasi· Vol 7, pp. 103-119· 0 citations· 38 references
Abstract
Purpose: This study aims to examine the effects of Leader-Member Exchange (LMX) and Perceived Organizational Support (POS) on Job Crafting Behaviors (JCB) and to assess the mediating role of Readiness for Change (RFC) among Millennials and Generation Z employees in Jakarta’s creative industry.
Research Methodology: A quantitative, cross-sectional design was employed using survey data from 235 employees in Jakarta’s creative sector. Data were collected using a structured questionnaire and analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM).
Results: The findings reveal that POS positively influenced RFC (? = 0.193, p = 0.030) and JCB (? = 0.350, p < 0.001), and LMX positively influenced RFC (? = 0.200, p = 0.036) and JCB (? = 0.307, p = 0.003). However, RFC did not significantly influence JCB (? = 0.066, p = 0.310) and did not mediate the relationships between LMX, POS, and JCB. These findings indicate that job crafting behaviors are more directly driven by relational and organizational support than by employees’ readiness for change.
Conclusions: This study extends Social Exchange Theory by showing that reciprocal relationships in dynamic work environments can directly drive proactive behaviors without relying on internal readiness mechanisms. It also provides new insights into job crafting by demonstrating that, within the creative industry, such behaviors are embedded in everyday work practices rather than emerging solely as responses to change.
Limitations: The study is limited to selected variables and a specific industry context, indicating the need for future research to incorporate additional individual and contextual factors across sectors.
Contributions: Organizations should prioritize strengthening direct relational (LMX) and organizational support (POS) rather than relying on Readiness for Change (RFC) mechanisms to drive job crafting behaviors.
This study examines the influence of transformational leadership on employee performance, with work motivation and job satisfaction serving as sequential mediators, using data from 145 civil servant respondents employed at the Cooperatives and Small and Medium Enterprises (SME) Agency of West Sumatra Province, Indonesia. The research adopts a quantitative causal design grounded in Porter and Lawler's (1968) Expectancy Theory and employs Partial Least Squares–Structural Equation Modelling (PLS-SEM) via SmartPLS 4.0. The findings reveal that transformational leadership exerts a positive and significant direct effect on work motivation (β = 0.652, p < 0.001), job satisfaction (β = 0.681, p < 0.001), and employee performance (β = 0.268, p = 0.003). Work motivation (β = 0.312, p < 0.001) and job satisfaction (β = 0.356, p < 0.001) each independently and significantly predict employee performance. Mediation analyses confirm that work motivation mediates the leadership–performance relationship (indirect β = 0.259, p < 0.001) and job satisfaction mediates the same relationship (indirect β = 0.270, p < 0.001). Crucially, a significant sequential mediation path through work motivation followed by job satisfaction is established (indirect β = 0.189, p < 0.001), offering the strongest mechanistic account of the indirect effect. The model explains 68.2% of the variance in employee performance (R² = 0.682). These findings extend Expectancy Theory to a public-sector bureaucratic context and provide actionable guidance for human resource practitioners seeking to enhance civil servant performance through transformational leadership development, equitable reward systems, and targeted motivational interventions.
employee performance · Expectancy Theory · job satisfaction · public sector · sequential mediation · transformational leadership · work motivation
Nico Primadona· International Journal of Edu...· 0 citations
Type of the article: Research ArticleAbstractThe ongoing economic crisis within Lebanon underscores the urgent need to identify internal mechanisms supporting organizational resilience. The primary objective of this study is to establish the empirical pathways linking transformational managerial behaviors to individual job performance and employee innovative work behavior via the intervening mechanism of psychological empowerment within small businesses in Lebanon. Methodologically, structural equation modeling (SEM) was applied to data collected during October and November 2025 via structured electronic questionnaires, utilizing a convenience sampling method with a sample of 400 full-time SME employees across diverse industry sectors and organizational tiers. The empirical results demonstrate that transformational leadership exerts a potent direct effect on psychological empowerment (β = 0.569, p < .001) and retains a statistically significant direct relationship with job performance (β = 0.186, p = .016), establishing a partial mediation framework where the indirect pathway through empowerment (β = 0.351, p < .001) highly enhances task execution. Similarly, innovative work behavior also operates under a partial mediation framework where transformational leadership displays a significant direct impact (β = 0.280, p < .001) alongside a robust indirect effect via empowerment (β = 0.299, p < .001). The study demonstrates that under conditions of persistent macroeconomic instability, the capacity of transformational management to optimize both baseline job performance and creative adaptations is significantly amplified by cultivating internal psychological capital, establishing that employee empowerment serves as a vital structural buffer when external institutional resources are constrained.AcknowledgmentWe express our sincere gratitude to our institutions, as well as to Beirut Arab University (BAU), for the institutional support and ethical oversight provided throughout this study.Furthermore, we extend our profound acknowledgment to our families, as well as the individuals and organizations whose unwavering encouragement made this research possible despite the cascading challenges facing Lebanon. This work is dedicated to those who remain steadfast believers that Lebanese small and medium enterprises (SMEs) deserve the support and resilience necessary to reach better days. Finally, we are deeply grateful to the 400 employees and SME managers who facilitated access to data, proving that even in times of crisis, the commitment to organizational growth and scientific inquiry remains a priority.
Y. Ballout, Mohamed Shehata, Abdulrahman Baydoun· Problems and Perspectives in...· 0 citations
This study examines how digital human resource management (DHRM) is associated with organizational resilience (OR) in Pakistan’s textile sector by testing the mediating role of HRM system maturity (HRMSM) and the moderating role of leaders’ growth mindset (LGM).
A quantitative, cross-sectional survey was conducted with 410 HR managers from different sectors of textile in Pakistan. Validated measurement scales were employed, and data were analyzed using Partial Least Squares Structural Equation Modeling with 5,000 bootstrap samples.
The results indicate a strong and positive impact of DHRM on OR. Contrary to expectations, mediation of HRMSM is not statistically significant. LGM significantly strengthened the positive impact of DHRM on OR, while no moderating effects were observed for the process-oriented pathways involving HRMSM. Overall, the model demonstrated satisfactory fit and explained a meaningful proportion of variance in OR.
Managers in the textile sector should prioritize digital HR practices that enhance communication, analytics and responsiveness, while simultaneously investing in leadership development that fosters learning and adaptability. Deeper HR system integration may be pursued as a longer-term strategic objective.
This study advances the relevant field of knowledge by integrating dynamic capabilities theory and growth mindset perspective to explain OR in a developing economy context. The findings suggest that DHRM can enhance OR even when HR systems are at relatively low maturity levels, particularly when supported by growth-oriented leadership mindset.
Ahmad Tisman Pasha, Kashif Sahgol· Journal of economic and admi...· 0 citations
This study examines whether work–family conflict (WFC) and job stress (JS) raise turnover intention (TI) among software professionals in Pakistan’s IT sector, and whether transformational leadership (TL) moderates these relationships. Cross-sectional survey data from 325 full-time software engineers and programmers in Lahore were analyzed using partial least squares structural equation modeling in SmartPLS, with 5,000-subsample bootstrapping and two-stage estimation of the interaction terms. WFC (β = .123) and JS (β = .254) were both significant positive predictors of TI, and TL had a strong negative direct effect (β = −.307). TL did not buffer either demand: its interaction with WFC was non-significant, and its interaction with JS was significant but amplifying, strengthening rather than weakening the stress–turnover link. TL supports retention mainly through its direct effect rather than by offsetting job demands. Firms should not rely on leadership development alone; structural measures such as workload management, realistic deadlines, and adequate staffing remain essential.
Umar Sharif, Abdoulrahman Aljounaidi, Al-harath Ateik· SBS journal of applied busin...· 0 citations
The rapid shift toward remote and hybrid work arrangements in India's Information Technology (IT) sector has compelled Human Resource (HR) functions to accelerate their digital transformation. This study examines the relationship between Digital HR Adoption (DHA) and two key organizational outcomes — Employee Engagement (EE) and Job Satisfaction (JS) — among IT professionals working in remote and hybrid modes in Bengaluru. Primary data were collected through a structured questionnaire administered to 210 IT sector employees across startups, mid-sized firms, and large multinational corporations operating in Bengaluru. Reliability of the constructs was established using Cronbach's alpha (all values exceeding 0.85), and hypotheses were tested using Pearson correlation and multiple regression analysis. Results indicate that Digital HR Adoption exerts a statistically significant positive influence on both Employee Engagement (β = 0.490, p < 0.001) and Job Satisfaction (β = 0.315, p < 0.001), with Employee Engagement further mediating the relationship with Job Satisfaction. The findings offer practical implications for HR managers seeking to optimize digital HR platforms to sustain engagement and satisfaction in distributed work settings.
Purpose: This study examines the effects of Perceived Organizational Support (POS) and Job Stress (JS) on Turnover Intention (TI) among employees in Indonesia's fintech industry while addressing the limited use of organization-specific evidence in turnover intention research.
Research Methodology: Guided by Social Exchange Theory and Conservation of Resources Theory, the study employed a quantitative cross-sectional design at a regulated fintech group operating in Indonesia. The research model was developed through the analysis of 30 employee exit interviews using thematic coding and subsequently validated through a census survey involving 183 employees. Data were analysed using IBM SPSS Statistics Version 25 and multiple linear regression. Results: POS significantly reduced turnover intention (β = −0.534, p < 0.001), whereas JS significantly increased turnover intention (β = 0.297, p < 0.001). Together, both predictors explained 53.2% of the variance in turnover intention (Adjusted R² = 0.527).
Conclusions: Organizational support represents a stronger determinant of turnover intention than job stress in the fintech context.
Limitations: The findings are based on a single organization and a cross-sectional design, limiting causal inference and generalizability.
Contributions: This study contributes to turnover intention research by integrating organization-specific qualitative evidence with quantitative hypothesis testing, extending the application of Social Exchange Theory and Conservation of Resources Theory within Indonesia's fintech industry and providing evidence-based implications for employee retention.
Darmawan Budhiarto Jonathan, Achmad Fajar Hendarman· Jurnal Media Ekonomi (JURMEK...· 0 citations