RJOAS March 2025
by Handomi, Agusdin, Suryani Embun (Master’s Program of Management, Faculty of Economics and Business, University of Mataram, Indonesia)
This study aims to analyze the role of organizational commitment in mediating the influence of transformational leadership style, job characteristics, and work experience on the performance of employees of the Health Testing and Calibration Laboratory Center (BLPKK) of West Nusa Tenggara Province. This type of research is causal associative research with a quantitative approach. The determination of respondents used the census method of 93 respondents. The results showed that transformational leadership style, job characteristics, work experience and organizational commitment had a positive and significant influence on employee performance, and transformational leadership style, work characteristics and work experience had a positive and significant influence on organizational commitment. Transformational leadership style and job characteristics have an indirect effect on employee performance through organizational commitment, while organizational commitment does not mediate the influence of work experience on employee performance. Based on the research findings, BLKPK NTB Province is advised to note that although employee work experience contributes to organizational commitment, work experience does not have a significant influence on improving employee performance directly. Therefore, the main focus to improve employee performance should be given to other aspects, such as transformational leadership and job characteristics.
In an era of increasingly rapid organizational dynamics, employee performance is the main focus for every company that wants continuity and growth. Employee performance according to Mangkunegara (2018) is the result of work in quality and quantity achieved by an employee in carrying out his duties in accordance with the responsibilities given to him. Three important things in performance are goals, measures, and assessments. Saraini's research (2016) shows that human resource management (HRM) activities can directly affect organizational performance through increasing the ability/skill of employees.
According to Mangkunegara (2017), employee performance is the result of work achieved in the form of quality and quantity in accordance with their duties and responsibilities. Rivai and Sagala (2013) define it as real behavior that reflects work performance according to roles in the company. In general, employee performance includes work results, aspects of quality and quantity, as well as behavior that show the efforts and abilities of employees in fulfilling their responsibilities in the company.
According to Bass & Riggio (2006), the style of transformational leadership style is to improve follower performance through various mechanisms. Burns (1978) defines it as a process in which leaders and followers push each other toward higher morality and motivation. Transformational leaders seek to understand followers' needs, develop their potential, and actively involve them in change and growth.
Job characteristics are defined as the nature of tasks that include the responsibilities and variety of tasks carried out by employees (Robbins & Judge, 2015). Kreitner & Kinicki (2007) define job characteristics as the core dimensions of work found in various types of jobs and affect the way employees perform their duties effectively. Meanwhile, Hackman & Oldham (1976) stated that job characteristics consist of 5 (five) main indicators that can affect employee performance, namely skill variety, task identity, task significance, autonomy, and feedback. They emphasize that the higher these five characteristics are in a job, the higher the employee's performance.
Work experience is defined as the mastery of knowledge and skills measured based on the length of service, level of knowledge, and skills possessed by employees (Handoko, 2014). Meanwhile, Sedarmayanti (2015) states that work experience is the duration or period of work that allows individuals to understand tasks and perform them well. Furthermore, Robbins & Judge (2013) explain that work experience contributes to improving employee performance through several aspects, such as increasing efficiency in carrying out tasks, better understanding of organizational procedures and policies, developing a wider professional network, and the ability to deal with complex situations. Thus, employees who have relevant work experience tend to perform better because they have developed the skills and knowledge needed to perform their duties effectively.
Organizational commitment is defined as the level of employees' belief and acceptance of the organization's goals and their desire to remain part of the organization (Mathis & Jackson, 2006). Luthans (2006) added that organizational commitment reflects employees' strong desire to remain in the organization, strive in accordance with organizational goals, and accept the values and vision of the organization. Meyer & Allen, (1991) explained that employees have high organizational commitment if they believe and accept organizational values, have a desire to achieve organizational goals, and have a strong desire to stay in the organization. Furthermore, Allen & Meyer (1990) also proposed a three-component model of organizational commitment that includes affective, continuance, and normative commitment. They emphasized that employees with high organizational commitment tend to have greater motivation to contribute to the success of the organization, which in turn has a positive impact on their performance.
Initial observations at the Health, Testing, and Calibration Laboratory Center (BLKPK) indicated a relationship between transformational leadership style, job characteristics, work experience, and organizational commitment in influencing performance. The transformational leadership style seeks to encourage innovation and motivation, but has not been evenly distributed throughout the unit. Job characteristics, which include a variety of tasks and responsibilities, contribute to job satisfaction, but do not fully match the competencies of all employees. Work experience affects understanding of work procedures and standards, with more experienced employees performing better than those who still need guidance. Meanwhile, employees' organizational commitment still varies, with highly committed employees showing loyalty and extra work behavior (OCB), while low-committed employees only perform the minimum tasks. An imbalance in these factors can affect the effectiveness and performance achievement of BLKPK.
The phenomenon can be seen in the performance achievement of the NTB Province BLKPK office experiencing a steady upward trend from 2018 to 2021, but experiencing a significant decline in 2023. This indicates that there are factors that influence employee performance, such as transformational leadership style, job characteristics, work experience, and organizational commitment. The decline in performance in 2023 may be due to the ineffectiveness of the transformational leadership style, a lack of fit between job demands and employee skills, or a weakening of organizational commitment. These factors need to be explored further to understand their impact on the effectiveness of teamwork and the overall performance of BLKPK.
Another phenomenon can be seen from the transformational leadership style occurring after the leadership change in the past year. According to employees and the Head of Administration, the new leadership brought positive changes in motivation, discipline and work effectiveness. The new leader managed to overcome employees' difficulties by clarifying tasks, increasing efficiency, and reducing confusion in work. Reflecting a transformational leadership style, where leaders motivate, provide positive energy, and create a productive work environment.
Other phenomena found were coordination issues between units that hindered the smooth running of services and impacted the quality of test results on work in the technician unit including health testing, calibration of medical devices, regulatory compliance, and sample management and results reporting. Lack of coordination leads to imperfections in service, which affects the accuracy of information and work efficiency.
In addition, the phenomenon of inadequate job characteristics such as work challenges, autonomy, feedback, and balance between job demands and resources are factors that affect employee satisfaction and motivation.
The phenomenon of employee work experience identified that the majority of employees have more than 5 years of work experience, but there is a gap between the level of experience and the ability to handle work problems. Some employees find it difficult to complete tasks effectively due to high workloads and overlapping tasks that cause delays in performance reporting. This indicates that work experience has not been optimally utilized in dealing with workplace problems. The lack of utilization of work experience has an impact on employee performance, as there is still an imbalance in the application of skills and problem-solving strategies. Despite indications of underutilization of work experience in resolving operational problems, organizational commitment remains strong, as evidenced by joint efforts to improve the center's accreditation to the international level. In addition, employees' average tenure of more than five years reflects their dedication to the organization's vision.
Transformational leadership style is a leadership style that focuses on the development of employees and the organization as a whole. Bass & Riggio (2006) state that the style of transformational leadership style through idealized influence, inspiration, intellectual stimulation, and individualized attention is able to increase employee motivation, performance, and job satisfaction Burns (1978) adds that transformational leadership style occurs when leaders and followers help each other achieve higher levels of motivation and morality. According to Avolio et al. (2004) transformational leadership style contributes to improving individual and group performance. Leaders, who are able to encourage employees to innovate, take initiative, and work collaboratively, will have a positive impact on employee performance.
H1: Transformational leadership style has a positive and significant effect on employee performance.
Job characteristics have a significant influence on employee performance. Hackman & Oldham (1976) explain that five core job characteristics, namely skill variety, task identity, task significance, autonomy, and feedback, can affect employee motivation and performance. Robbins & Judge (2013) also assert that well-designed job characteristics will increase employee job satisfaction, motivation, and productivity, thus having a positive impact on overall organizational performance.
H2: Job characteristics have a positive and significant effect on employee performance.
Work experience has a significant influence on employee performance. According to Kolb, (1984) work experience gained by employees through various tasks, challenges, and interactions in the work environment can increase their competence, skills, and understanding of work. The longer and more diverse the work experience, the more likely employees are to improve the efficiency, effectiveness, and quality of their performance (Robbins & Judge, 2013). Work experience also contributes to better decision-making, adaptation to change, and overall increased productivity.
H3: Work experience has a positive and significant effect on employee performance.
Transformational leadership style has a significant influence on organizational commitment. Bass and Avolio (1994) explain that leaders who apply transformational leadership styles are able to inspire, motivate, and positively influence employees through clear vision, intellectual stimulation, individualized attention, and idealistic influence. This leadership encourages employees to feel more emotionally, normatively, and sustainably attached to the organization, thus increasing their commitment (Robbins & Judge, 2013). By applying a transformational leadership style, employees are more motivated to contribute optimally, have a high sense of belonging, and are willing to survive and develop in the organization.
H4: Transformational leadership style has a positive and significant effect on organizational commitment.
Job characteristics have a significant influence on organizational commitment. Hackman and Oldham (1976) explain that core job characteristics, such as skill variety, task identity, task significance, autonomy, and feedback, can increase job satisfaction and employees' emotional attachment to the organization. When employees feel their work is meaningful, challenging, and provides autonomy and clear feedback, they tend to have a higher commitment to the organization (Robbins & Judge, 2013). Thus, well-designed job characteristics can increase employee engagement, reduce turnover, and strengthen loyalty to the organization.
H5: Job characteristics have a positive and significant effect on organizational commitment.
Work experience has a significant influence on organizational commitment. According to Kolb, (1984) work experience gained by employees through various tasks, challenges, and interactions in the work environment can increase their understanding, skills, and adaptation to the organization. As experience increases, employees tend to better understand the culture, values, and goals of the organization, which ultimately strengthens their emotional attachment and commitment to the organization (Robbins & Judge, 2013). Extensive work experience can also increase employee loyalty, reduce the desire to change jobs, and encourage greater contributions to organizational sustainability and development.
H6: Work experience has a positive and significant effect on organizational commitment.
Organizational commitment has a significant influence on employee performance. According to Mowday et al. (1982), organizational commitment reflects the extent to which employees are psychologically involved with the organization, accept its values, and try to maintain their membership in the organization. Employees with high commitment tend to be more dedicated, show strong loyalty, and work harder to achieve organizational goals. This has a positive impact on their performance, both in terms of productivity, innovation, and teamwork. High commitment also reduces absenteeism and turnover, creating a more stable and sustainable work environment.
H7: Organizational commitment has a positive and significant effect on employee performance.
Organizational commitment acts as a mediator in the influence of transformational leadership style on employee performance. According to Bass and Avolio (1994), an effective transformational leadership style can increase employee commitment to the organization through vision inspiration, intellectual stimulation, individual attention, and idealistic influence. Transformational leaders build employees' trust and motivation, which in turn strengthens their emotional attachment and loyalty to the organization (Meyer & Allen, 1991). High organizational commitment makes employees more driven to work with dedication, improving their performance in aspects of productivity, innovation, and team collaboration (Mowday et al. 1982). Thus, transformational leadership style not only has a direct impact on employee performance, but also indirectly through an increase in their perceived organizational commitment.
H8: Organizational commitment mediates the effect of transformational leadership style on employee performance.
Organizational commitment acts as a mediator in the influence of job characteristics on employee performance. According to Hackman and Oldham (1976), core job characteristics such as skill variety, task identity, task significance, autonomy, and feedback can increase employee satisfaction and involvement in their work. When employees feel that their work is meaningful and provides appropriate challenges, they tend to have a stronger attachment to the organization. Furthermore, high organizational commitment makes employees more loyal, motivated, and dedicated in performing their duties (Mowday et al. 1982). In other words, well-designed job characteristics not only directly affect employee performance, but also indirectly through increasing their organizational commitment. This strong commitment encourages employees to work more optimally, increase productivity, and reduce turnover and absenteeism.
H9: Organizational commitment mediates the effect of job characteristics on employee performance.
Organizational commiment acts as a mediator in the effect of work experience on employee performance. According to Becker (1960) in Side-Bet Theory, longer work experience allows employees to better understand the organization's systems, culture, and values, which in turn increases their commitment to the organization. Employees with more work experience also have better skills in completing tasks, so they are more confident and motivated to contribute more to the organization. Furthermore, Mathieu and Zajac (1990) in their meta-analysis found that work experience has a positive relationship with organizational commitment, where the longer a person works in an organization, the higher their tendency to feel emotionally, normatively, and continually attached. This high commitment then has a positive impact on improving employee performance, both in terms of productivity, innovation, and loyalty to the organization. Thus, work experience not only directly affects employee performance, but also indirectly through increasing their organizational commitment.
H10: Organizational commitment mediates the effect of work experience on employee performance.
This study uses a quantitative approach with a causal associative type, namely research that examines the relationship of one or two other variables and the effect of mediation, with data collection methods using the census method, involving the entire population, namely employees who work at BLKPK NTB Province, totaling 93 people. The data collection tool used a Likert scale-based questionnaire , which was designed to measure the variables of transformational leadership style, job characteristics, work experience, organizational commitment, and employee performance. The data in this study consisted of primary data, which was obtained directly from respondents and secondary data taken from documents and publication reports and related literature. The collected data were analyzed using path analysis techniques with SmartPLS 4 software, which includes evaluating the measurement model (outer model) through loading factors (validity value> 0.500), convergent validity (AVE value> 0.500), discriminant validity, and composite reliability (value> 0.700), evaluating the structural model (inner model), and evaluating the quality and fit of the model using R-Square (R²) and Q-Square (Q2).
Evaluation of the Measurement Model Outer Model is often called (outer relationship or measurement model) which defines how each indicator block relates to its latent variable. Blocks with reflexive indicators can be written as follows: Where x and y are indicator variables for exogenous and endogenous latent variables, while the loading matrix describes simple regression coefficients, which connect simple regression coefficients that connect latent variables with their indicators. This can be seen from the validity and reliability tests.
It can be seen that the value of all statement items from each variable is 0.7 (above 0.7) so that the constructs for all variables have been declared valid from the model, to then be included in the analysis using the SmartPLS 4 application.
Based on the results of measuring the outer loading of the transformational leadership style variables, job characteristics, work experience, organizational commitment, and employee performance, it has met the criteria for use as a variable measurement because it has an outer loading value greater than 0.500 (outer loading> 0.500) (Chin, 1998), so that all variables are declared feasible or valid for further research analysis.
Discriminant Validity is measured using the root value of Average Variance Extracted (AVE), with a recommended value above 0.500 (Hair et al., 2021) . Based on the table above, all research variables show an AVE value of more than 0.500 (AVE > 0.500), indicating that each variable has met the discriminant validity standard. Thus, the variables in this study can clearly distinguish themselves from other variables, indicating that the measured constructs are valid and reliable and the research results have good validity and can be relied upon for accurate conclusions.
A construct is said to be reliable if the composite reliability value is above 0.70 (Sekaran, 2014). The reliability test can be strengthened by using the Cronbach alpha value. A variable can be declared reliable or meet Cronbach alpha if it has a Cronbach alpha value> 0.70 (Sekaran, 2014).
Based on the table above, it can be concluded that the constructs for all variables meet the criteria or are reliable. This is indicated by the Cronbach's Alpha and composite reliability values obtained from the SmartPLS estimation results. The resulting value is > 0.70 as recommended criteria.
The next stage in model evaluation is structural model evaluation or Inner Model. Inner model (inner relation, structural model and substantive theory) describes the relationship between latent variables based on substantive theory. The structural model is evaluated using R-square for the dependent variable, Stone-Gisser Q-square test for predictive elevance and t-test and significance of structural path parameter coefficients.
Based on the foregoing, in principle this study uses variables that are influenced by other variables. The result of the R-Square value of the Employee Performance variable (Y) is 0.859 or 85.9%, meaning that the transformational leadership style, job characteristics, and work experience variables can substantially explain the Employee Performance variable at a level of 85.9% (model in the Strong category), the rest is influenced by other factors that are not included in this research variable. The R-Square value of the organizational commitment variable (Z) is 0.665 or 66.5%, meaning that the transformational leadership style, job characteristics, and work experience variables can substantially explain the organizational commitment variable at a level of 66.5% (model in the Moderate category), the rest is influenced by other factors not included in this research variable.
Based on the table above, the research Q-square value of 0.183 is greater than 0. This shows that the variables observed in this study have relevance and are able to predict the Employee Performance variable.
The path coefficient is a value that is useful in showing the direction of the relationship between variables, whether a hypothesis has a positive or negative direction, while the evaluation of the path coefficient aims to see the significance of the influence of the independent variable on the dependent variable. The evaluation of the path coefficient was carried out by calculation through Bootstrapping, and the following results were obtained.
Each latent variable is measured using several indicators, as shown in the figure above. The lines connecting these latent variables show the causal relationships between the variables, all of which show positive relationships, as reflected in the path coefficients.
The purpose of hypothesis testing is to statistically evaluate the validity of a hypothesis or assumption and draw a conclusion whether to accept or reject the hypothesis or assumption. In this study, hypothesis testing involves meeting several criteria, including the original sample value, t-statistic value, and probability value (p-value), which are obtained through Bootstrapping in PLS. The following are the original sample values, t-statistics, and p-values for each hypothesis tested in this study.
Hypothesis H1: states that there is a positive and significant effect of transformational leadership style on employee performance or the first hypothesis (H1) is accepted.
Hypothesis H2: states that there is a positive and significant effect of job characteristics on employee performance or the second hypothesis (H2) is accepted.
Hypothesis H3: states that there is a positive and significant effect of work experience on employee performance or the third hypothesis (H3) is accepted.
Hypothesis 4: states that there is a positive and significant effect of transformational leadership style on organizational commitment or the fourth hypothesis (H4) is accepted.
Hypothesis 5: states that there is a positive and significant effect of job characteristics on organizational commitment or the fifth hypothesis (H5) is accepted.
Hypothesis 6: states that there is a positive and significant effect of work experience on organizational commitment or the sixth hypothesis (H6) is accepted.
Hypothesis 7: states that there is a positive and significant effect of organizational commitment on employee performance or the seventh hypothesis (H7) is accepted.
Hypothesis 8: states that there is a positive and significant effect of transformational leadership style on employee performance through organizational commitment or the eighth hypothesis (H8) is accepted.
Hypothesis 9: states that there is a positive and significant effect of job characteristics on employee performance through organizational commitment or the ninth hypothesis (H9) is accepted.
Hypothesis 10: states that there is a positive but insignificant effect of work experience on employee performance through organizational commitment or the ninth hypothesis (H10) is rejected.
Based on the previous table and figure, the hypothesis regarding the effect of transformational leadership style on employee performance is accepted. This is supported by a path coefficient value of 0.461, a T-statistic of 2.044 (exceeding the 1.96 threshold), and a p-value of 0.041 which is smaller than the 0.05 significance level. These results indicate that transformational leadership style has a positive and significant effect on employee performance. In other words, the more effective the application of transformational leadership style, it will improve employee performance. In this context, the effectiveness of transformational leadership style includes various elements such as charisma, inspirational motivation, intellectual stimulation, and individual attention contribute to performance. When these leadership elements are applied optimally, employees will tend to work more focused and motivated to achieve organizational goals.
The findings in this study also reveal that transformational leadership style shows high effectiveness in the dimensions of charisma and inspirational motivation, which successfully builds employees' vision, work enthusiasm, and motivation. However, the dimensions of intellectual stimulation and individualized attention still require improvement, especially in encouraging innovation and ensuring equal attention for all employees. Overall, transformational leadership style is proven to have a positive effect on employee performance, in line with Bass and Avolio's (1994) theory, so strengthening transformational aspects can be a key strategy to improve productivity and quality of institutional services.
This finding supports Robbins and Judge, (2013) that transformational leadership style is able to change employee perceptions, motivate them beyond expectations, and create an innovative work environment. The four main dimensions of idealized influence, inspirational motivation, intellectual stimulation, and individualized attention complement each other in strengthening the relationship between leaders and subordinates. Where, idealized influence builds trust and loyalty, while individualized attention ensures support according to the needs of employees, which if applied thoroughly, can significantly improve organizational performance.
Research with similar findings was conducted by Baihaqi & Saifudin (2021), and Dadi et al. (2023), which shows that transformational leadership style has a significant effect on employee performance. The more effective its application, the higher and more optimal employee performance in their work.
Effect of Job Characteristics on Employee Performance. The results of hypothesis analysis show that job characteristics have a positive and significant influence on employee performance. This is evidenced by the table and figure above, which show a path coefficient value of 0.303, a T-statistic of 2.066 (exceeding the 1.96 threshold), and a p-value of 0.039 which is smaller than the 0.05 significance level. These findings indicate that the better the job characteristics, the higher the employee performance. Job characteristics consist of five main dimensions, namely skill diversity, which reflects the extent to which the job requires a variety of skills and abilities; task identity, which is the level of clarity of roles and responsibilities in the job; task significance, which describes the extent to which the job has an impact on the organization or society; autonomy, which is the level of freedom and independence of employees in carrying out their duties; and feedback, which indicates the extent to which employees receive information about their performance.
The findings in this study reveal that job characteristics at the NTB Province Health Testing and Calibration Laboratory Center show strength in the dimensions of task identity and task significance, which contribute positively to employee performance by providing a sense of responsibility and meaning in work. However, there are still opportunities to increase skill diversity, autonomy, and feedback, which can support the development of abilities, creativity, and employee engagement more optimally. By optimizing all of these dimensions, a more empowering work environment can be created, resulting in improved employee performance.
This finding is in line with Hackman and Oldham's (1980) Job Characteristics Model theory, which states that the five dimensions of job characteristics, skill diversity, task identity, task significance, autonomy, and feedback influence employee motivation, satisfaction, and performance through three core psychological conditions: meaningful experiences in work, personal responsibility for work outcomes, and understanding of work outcomes. This is reinforced by Robbins (2006), who emphasizes that job characteristics play an important role in improving work effectiveness by motivating employees to contribute more to organizational achievement.
The findings are in line with the study of Dewi et al. (2022) and Adimihardja & Adimihardja (2023), which show that job characteristics have a significant effect on employee performance. If aspects such as task diversity, autonomy, level of responsibility, and job meaning are well designed, employees will be more motivated, satisfied, and engaged in their work, which ultimately improves their performance.
Effect of Work Experience on Employee Performance. The results of hypothesis analysis show that work experience has a positive and significant effect on employee performance. This is evidenced by the table and figure above, which shows a path coefficient value of 0.784, a T-statistic of 2.460 (exceeding the 1.96 threshold), and a p-value of 0.014 which is smaller than the 0.05 significance level. This finding shows that the higher the work experience of employees, the better the performance shown. Work experience provides skills, knowledge, and a deeper understanding of tasks and responsibilities, so that employees are more efficient, confident, and able to complete work better.
The findings in this study reveal that work experience has a significant effect on employee performance at the NTB Province Health Testing and Calibration Laboratory Center. The length of time working allows employees to better understand tasks, adapt to changes, and face challenges more maturely. High levels of knowledge and skills support efficient task completion, although there is still room for further development through training and access to the latest information. Strong mastery of work and equipment also contributes to work efficiency and accuracy. With continuous improvement in skills and technology, employees' potential can be maximized to drive better performance in the future.
This finding is supported by the theory of Dessler (2013) which states that work experience plays an important role in increasing employee competence and productivity through a deep understanding of work processes, mastery of technical skills, and problem-solving abilities. In addition, Robbins and Judge (2018) emphasize that work experience affects individual performance, where the longer a person works, the better their ability to understand tasks, solve problems, and adapt to various work situations. Work experience also provides a competitive advantage through increased efficiency, skills, and a deeper understanding of work processes.
The statements and findings of this study are in line with research conducted by Parwita et al. (2023), and Grisang & Waty (2023), which show that work experience has a significant effect on employee performance. The more or relevant work experience they have, the more skilled employees are in completing tasks, faster at work, and more ready to face challenges, which ultimately improves their overall performance. In addition, research by Latifa et al. (2024) shows that increasing employees' work experience contributes positively to improving their performance.
Effect of transformational leadership style on organizational commitment. Based on the previous table and figure, the results show that transformational leadership style has a positive and significant effect on organizational commitment. With a path coefficient value of 0.397, T-statistic of 2.799 (>1.96), and p-value of 0.005 (<0.05), these findings indicate that the more effective the application of transformational leadership style, the higher the level of employee commitment to the organization. Leaders who are able to inspire, motivate, and pay attention to the individual needs of employees can increase employees' loyalty, emotional attachment, and sense of responsibility to organizational goals.
The findings in this study also revealed that aspects of charisma and inspirational motivation in the transformational leadership style have a strong influence in increasing the affective and normative commitment of employees at the NTB Provincial Health Testing and Calibration Laboratory. Leaders who are able to convey a clear vision and inspire employees create emotional bonds that encourage loyalty and collective enthusiasm at work. However, the dimensions of intellectual stimulation and individualized attention still have room for improvement. Increasing critical thinking, innovation, and a personal approach to employees can further strengthen their commitment to the organization. By strengthening all dimensions of transformational leadership style, leaders can be more effective in maintaining and increasing employees' attachment to the organization.
This finding is in line with Bass' (1985) perspective on transformational leadership style, consisting of charisma, inspirational motivation, intellectual stimulation, and individual attention, which plays a role in increasing employees' organizational commitment. In addition, these results are also supported by Meyer and Allen's (1991) theory of affective, normative, and continuance commitment, where charisma and inspirational motivation are shown to strengthen employees' emotional attachment and loyalty. This finding is consistent with the research of Podsakoff et al. (1990) which shows that transformational leadership style is able to build trust, satisfaction, and employee involvement in the organization, thus strengthening its influence on organizational commitment.
Research with similar findings was conducted by Triyani & Hatta (2022), and Sari et al. (2023), which showed that transformational leadership style has a significant effect on organizational commitment. The application of transformational leadership style is proven to strengthen employees' attachment and loyalty to the organization.
Effect of Job Characteristics on Organizational Commitment. The results of hypothesis analysis show that job characteristics have a positive and significant effect on organizational commitment. With a path coefficient value of 0.292, a T-statistic of 2.105 (>1.96), and a p-value of 0.035 (< 0.05), these results indicate that the better the job characteristics, the higher the level of employee commitment to the organization. A work environment that is challenging, meaningful, and provides autonomy and clear feedback can increase employees' emotional attachment, loyalty, and responsibility to the organization.
The findings in this study reveal that job characteristics have a significant effect on organizational commitment at the NTB Provincial Health Testing and Calibration Laboratory. Skill diversity, task identity, and task significance strengthen affective and normative commitment by providing challenge, a sense of responsibility, and meaning in work. Autonomy increases continuance commitment, while clear feedback strengthens affective commitment by making employees feel valued. By strengthening these dimensions, organizations can increase employees' loyalty, emotional attachment, and long-term contribution.
This finding is supported by the Job Characteristics Model (JCM) theory by Hackman and Oldham (1976), which states that skill diversity, task identity, task significance, autonomy, and feedback affect motivation and organizational commitment. Skill diversity and task identity enhance affective commitment by providing challenge and a sense of responsibility, while task significance strengthens normative commitment by emphasizing the impact of work on society, in line with Meyer and Allen's (1991) theory. Autonomy and feedback support continuance commitment by providing control and recognition of employee efforts. These results suggest that good job characteristics contribute to enhancing various aspects of organizational commitment.
The statements and findings of this study are in line with research conducted by Sriyanti et al. (2022), and Sari et al. (2023), which shows that job characteristics have a positive and significant effect on organizational commitment. Well-designed work, providing challenges, as well as development opportunities, can increase employee satisfaction and attachment to the organization, while monotonous work can reduce their commitment.
Effect of Work Experience on Organizational Commitment. The results of hypothesis analysis show that work experience has a positive and significant effect on organizational commitment. With a path coefficient value of 0.366, T-statistic of 3.207 (>1.96), and p-value of 0.001 (< 0.05), these results indicate that the longer and more relevant a person's work experience, the higher their level of commitment to the organization. Longer work experience allows employees to have a deeper understanding of tasks, improve adaptation skills, and strengthen their sense of responsibility and loyalty to the organization.
The findings in this study reveal that work experience plays a significant role in increasing organizational commitment at the NTB Provincial Health Testing and Calibration Laboratory. Length of service strengthens affective commitment, where employees with longer experience have strong emotional ties to the organization. Level of knowledge and skills contribute to normative commitment, increasing employees' sense of professional responsibility and loyalty. Mastery of the job and equipment supports continuance commitment, where employees feel that their investment of time and effort in the organization makes them reluctant to leave. Overall, a positive work experience strengthens employees' emotional attachment, professionalism and motivation to keep contributing to the organization.
The statements and findings of this study are in line with Meyer and Allen's (1997) theory, which states that work experience affects affective, normative and continuance commitment. Length of time on the job strengthens affective commitment by increasing employees' understanding of tasks and emotional attachment to the organization. Knowledge and skill levels contribute to normative commitment, where employees feel responsible for continuing to contribute. This finding also supports the theory of Mowday et al. (1982), which explains that rich work experience increases employee engagement and appreciation, strengthening organizational commitment. In addition, this study is consistent with the results of Rohaida et al. (2022), which shows that work experience has a significant effect on organizational commitment, increasing comfort, confidence, and employee loyalty to the organization.
Effect of Organizational Commitment on Employee Performance. This result indicates that the higher the organizational commitment of employees, the more their performance will increase. With a path coefficient value of 0.451, it means that organizational commitment makes a positive contribution of 45.1% to improving employee performance. In addition, the T-statistic value of 1.974 (>1.96) indicates that the effect of organizational commitment on employee performance is statistically significant at the 95% confidence level. The p-value of 0.048 (< 0.05) further strengthens the conclusion that this relationship does not occur by chance and actually has a real effect on employee performance.
The findings in this study reveal that organizational commitment, which consists of affective, continuance, and normative commitment, plays an important role in improving employee performance at the West Nusa Tenggara Provincial Health Testing and Calibration Laboratory. Affective commitment, which reflects emotional ties and alignment of personal values with the organization, contributes to improved work quality, adherence to procedures, and employee initiative in producing accurate and thorough work. Continuance commitment, which is based on an awareness of the potential loss of leaving the organization, has an impact on work quantity, where employees are more motivated to complete tasks efficiently and meet set targets. Meanwhile, normative commitment, which relates to professional responsibilities and social norms, encourages increased work efficiency and teamwork, ensuring tasks are completed on schedule and improving communication and leadership within the team. Overall, the higher the organizational commitment of employees in these three dimensions, the higher their performance in terms of quality, quantity, efficiency, cooperation, and discipline, which supports the productivity and effectiveness of the organization as a whole.
The statements and findings of this study are in line with Meyer and Allen's (1991) theory, which states that organizational commitment has a significant positive influence on employee performance. Affective commitment, which reflects emotional ties to the organization, contributes to improved work quality. Continuance commitment, which relates to the awareness of potential losses if leaving the organization, encourages work quantity and efficiency. Meanwhile, normative commitment, which is based on professional responsibilities and social norms, plays a role in improving work efficiency and teamwork. In addition, this finding is also supported by Organ's (1988) theory, which explains that strong organizational commitment strengthens employees' internal motivation to exhibit extra behaviors at work, such as improving work quality, productivity, and team collaboration. Thus, this study confirms that the higher employees' organizational commitment, the greater their contribution to organizational effectiveness and productivity.
In line with the research findings of Dewi et al. (2022), Rosna et al. (2023), and Bangsawan et al. (2024), the results of this study confirm that organizational commitment has a significant effect on employee performance. The higher a person's commitment, the higher the performance shown at work.
The Role of Organizational Commitment in Mediating the Effect of Transformational Leadership Style on Employee Performance. Based on the research results in the table and figure above, it is evident that organizational commitment acts as a mediator in the relationship between transformational leadership style and employee performance. With a path coefficient value of 0.179, a T-statistic of 2.434 (>1.96), and a p-value of 0.033 (< 0.05), these findings indicate that transformational leadership style not only directly affects employee performance, but also increases organizational commitment, which in turn contributes to improved performance. This confirms that the higher the level of employee commitment to the organization, the greater the positive impact of transformational leadership style on their work productivity and effectiveness.
The findings in this study indicate that transformational leadership style at the NTB Provincial Health Testing and Calibration Laboratory plays an important role in increasing organizational commitment, which has a direct impact on employee performance. Employees with high affective commitment feel emotionally attached to the organization, so they are more motivated to work with high quality and show initiative in work improvement. Continuance commitment encourages employees to stay because they are aware of the potential losses if they leave the organization, which makes them more disciplined, efficient, and consistent in completing tasks. Meanwhile, normative commitment increases employees' sense of responsibility and loyalty, encourages teamwork, effective communication, and the ability to handle conflict. Overall, transformational leadership styles that build organizational commitment create a productive, efficient, and quality work environment, which contributes to improved organizational performance in health testing and calibration services.
This finding is supported by the theory of transformational leadership style by Bass (1985), which explains that transformational leadership style affects employee performance through changes in values, attitudes, individual aspirations, and increased intrinsic motivation. This leadership consists of idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration, which work synergistically in increasing organizational commitment. In line with Bass and Avolio (1994), transformational leadership style creates a strong emotional connection between leaders and employees, strengthening affective commitment, which ultimately improves work quality. Meyer and Allen (1991) also assert that transformational leadership style supports affective, continuance, and normative commitment, by providing motivation, reinforcing the value of employees' investment in the organization, and forming strong social norms. In addition, Yukl (2010) emphasized that transformational leadership style creates a supportive and cooperative work environment, which in this study can be seen from employees' increased ability to resolve conflicts, communicate effectively, and improve team effectiveness, which has a direct impact on organizational performance.
In line with research findings showing that organizational commitment mediates the effect of transformational leadership style on employee performance. For example, research conducted by Santi and Rahyuda (2019) found that transformational leadership style has a positive and significant effect on organizational commitment, which in turn increases employee Organizational Citizenship Behavior. In addition, research by Fadilah et al. (2023) shows that transformational leadership style affects employee performance both directly and through organizational commitment as an intervening variable.
The Role of Organizational Commitment in Mediating the Effect of Job Characteristics on Employee Performance. The results of hypothesis testing from this study indicate that organizational commitment plays a role in mediating the effect of job characteristics on employee performance. With a path coefficient value of 0.132, a T-statistic of 2.233 (greater than the 1.96 threshold), and a p-value of 0.040 (smaller than the 0.05 significance level), it is proven that organizational commitment acts as a mediator in the relationship between job characteristics and employee performance. With a path coefficient value of 0.132, a T-statistic of 2.233 (>1.96), and a p-value of 0.040 (< 0.05), these results indicate that good job characteristics, such as skill diversity, autonomy, and feedback, not only directly affect employee performance but also increase organizational commitment. Higher organizational commitment, in turn, strengthens employees' motivation and engagement in their work, which has a positive impact on improving their performance.
The findings of this study indicate that job characteristics have a significant effect on employee performance through increased organizational commitment at the NTB Provincial Health Testing and Calibration Laboratory. Organizational commitment as a mediating variable strengthens the impact of clear tasks, job challenges, and employee involvement on improving performance. Affective commitment improves work quality, normative commitment encourages teamwork, and continuance commitment contributes to work quantity and efficiency. Overall, job characteristics that support employee engagement and responsibility strengthen their commitment, which in turn improves organizational performance in various aspects.
In line with Hackman and Oldham's (1976) Job Characteristics Model (JCM) theory, this study shows that skill variety, task identity, task significance, autonomy, and feedback contribute to employee motivation, satisfaction, and performance. Good job design increases organizational commitment, as described by Meyer and Allen (1991), who divided commitment into affective, normative, and continuance. In addition, these results support Deci and Ryan's (1985) intrinsic motivation theory, which emphasizes that challenge and autonomy in work strengthen intrinsic motivation and performance. In accordance with Campbell's (1990) theory, employee performance is influenced by the interaction between ability, motivation, and organizational support. Thus, this study confirms that job design that is clear, challenging, and involves employees in decision-making plays an important role in improving commitment and performance.
The Role of Organizational Commitment in Mediating the Effect of Work Experience on Employee Performance. The results of hypothesis testing in this study indicate that organizational commitment does not act as a mediator in the relationship between work experience and employee performance. With a path coefficient value of 0.089, T-statistic 0.754 (< 1.96), and P-value 0.449 (> 0.05), these results indicate that work experience directly affects employee performance without going through organizational commitment. This suggests that increasing work experience has more impact on technical aspects and work efficiency, while organizational commitment does not significantly strengthen the relationship.
The findings of this study indicate that organizational commitment is not able to mediate work experience on employee performance at the NTB Provincial Health Testing and Calibration Laboratory. This is due to the main factors such as compliance with Standard Operating Procedures (SPO), the relevance of technical expertise, and interpersonal and organizational factors that are more dominant in building commitment. Employee performance is more dependent on compliance with SPOs than duration of work experience. In addition, organizational commitment is more influenced by interpersonal relationships, trust in leaders, job satisfaction, and organizational support than by work experience. Employees with long experience but without recognition or new challenges tend to have low commitment. Lack of challenge and development opportunities are also factors that hinder the influence of work experience on commitment. Employees who constantly perform the same tasks without increased responsibility or additional training experience stagnation and do not feel emotionally attached to the organization. For work experience to positively impact commitment and performance, organizations need to effectively manage the experience through new challenges, career development opportunities, fair reward systems, and a work environment that supports employee engagement. Without a good management strategy, work experience will only be an administrative aspect with no real contribution to employee commitment and performance.
According to Hackman and Oldham (1976) in the Job Characteristics Model (JCM), job characteristics that provide variety, autonomy, and feedback can increase employee motivation and performance. However, in standard procedure-based environments such as healthcare laboratories, long work experience does not necessarily increase commitment and performance if it is not accompanied by challenges or development opportunities. According to Deci and Ryan (1985) in intrinsic motivation theory, employees are more motivated if they have autonomy and development opportunities. However, in standards-based work, these opportunities are often limited, so work experience does not always contribute to improved performance and commitment. Campbell, (1990) further explains that employee performance is influenced by ability, motivation, and organizational support. If work experience is just repeating the same tasks without variety or recognition, then the impact on improving performance is minimal.
Based on the analysis conducted, this research answers the research objectives and can be concluded as follows:
- Transformational leadership style has a positive and significant influence on employee performance. This means that the more effective the transformational leadership style applied, the higher the level of employee performance;
- Job characteristics have a positive and significant influence on employee performance. This means that the better the job characteristics, the higher the employee performance;
- Work experience has a positive and significant influence on employee performance. This means that longer and more diverse work experience employees have, the higher their performance;
- Transformational leadership style has a positive and significant influence on organizational commitment. This implies that the more effective the transformational leadership style applied, the higher the level of employee commitment to the organization;
- Job characteristics have a positive and significant influence on organizational commitment. This means that the better the job characteristics, the higher the employee's commitment to the organization;
- Work experience has a positive and significant effect on organizational commitment. This means that the longer and more diverse work experience employees have, the higher their commitment to the organization;
- tional commitment has a positive and significant influence on employee performance. This means that the higher the employee's commitment to the organization, the better the performance they show;
- Organizational commitment mediates the effect of transformational leadership style on employee performance This means that organizational commitment acts as a mediating variable, where transformational leadership style not only directly improves employee performance, but also indirectly through increasing employee commitment to the organization;
- Organizational commitment mediates the effect of job characteristics on employee performance This means that organizational commitment acts as a mediating variable, where good job characteristics not only directly improve employee performance, but also indirectly through increasing their commitment to the organization;
- Organizational commitment does not mediate the effect of work experience on employee performance. This means that although work experience can improve employees' skills and understanding in carrying out tasks, this improvement does not directly contribute to performance through organizational commitment. In other words, the length of work experience does not always have an impact on increasing employees' commitment to the organization, so this factor does not play a role in driving improvements in their performance.
Recommendations based on research results:
- Improving efficiency and work systems, BLKPK NTB Province needs to optimize target-based work systems and flexibility, and give more responsibility in strategic projects. These efficiencies can also be applied in internal training programs to sustainably improve productivity;
- Strengthening transformational leadership style, organizations need to strengthen the effectiveness of transformational leadership, especially in the aspects of leader charisma and intellectual stimulation. This can be done by improving visionary communication, employee engagement, and providing intellectual challenges through brainstorming, group discussions, and rewards for innovative initiatives;
- To increase employee motivation and engagement, BLKPK NTB Province is advised to strengthen job characteristics by increasing employee ownership of their tasks. Strategies that can be implemented include appreciation of achievements, involvement in decision-making, and creating a work environment that emphasizes the positive impact of their work;
- Utilization of employee work experience, with experienced employees serving as mentors to new employees to improve work effectiveness and knowledge transfer. Best work practices also need to be developed to improve operational efficiency and ensure work experience contributes to improved organizational performance;
- Improving employee discipline and retention, with the implementation of time monitoring systems, time management training, and incentive systems for disciplined employees can help improve productivity. In addition, employee retention can be strengthened by clarifying career paths, improving welfare, and offering more competitive employment benefits;
- Employee skills and capacity development, organizations need to improve job dynamics through task rotation, cross-functional training, and competency development programs. The implementation of practice-based training and regular updates on operational procedures will help employees stay relevant to the latest developments;
- The direction of future research, to strengthen the generalization of results, similar research can be conducted in other organizations. In addition, the addition of variables such as organizational culture or work environment will provide a more comprehensive understanding of the factors that influence employee performance.
Original paper, i.e. Figures, Tables, References, and Authors' Contacts available at http://rjoas.com/issue-2025-03/article_02.pdf