Abstract

This study aims to analyze the effect of transformational leadership, personal value, and organizational commitment on the performance of millennial employees with motivation as an intervening variable on millennial employees of internet service provider companies in Batam. This type of research is associative causality. This research was conducted using a survey method by distributing questionnaires. The population of this research is three internet service provider companies domiciled in Batam Center. Data analysis methods used are descriptive statistical analysis and Partial Least Square (SEM-PLS) analysis. The analysis was assisted with the Smart PLS 3.0 program. The results of this study indicate that transformational leadership and organizational commitment significantly influence the performance of millennial employees of internet service provider companies in Batam while personal value has no significant effect. transformational leadership has no significant effect on motivation, while personal values and organizational commitment have a significant effect on motivation. The transformational leadership, personal value, and organizational commitment indirectly have insignificant effect on the performance of millennial employees of internet service provider companies in Batam with motivation as an intervening variable. transformational leadership has no significant effect on motivation, while personal values and organizational commitment have a significant effect on motivation. The transformational leadership, personal value, and organizational commitment indirectly have insignificant effect on the performance of millennial employees of internet service provider companies in Batam with motivation as an intervening variable. transformational leadership has no significant effect on motivation, while personal values and organizational commitment have a significant effect on motivation. The transformational leadership, personal value, and organizational commitment indirectly have insignificant effect on the performance of millennial employees of internet service provider companies in Batam with motivation as an intervening variable.

Highlights

  • 1.1 BackgroundDigital technology that is happening will bring many changes to human performance, where human labor is replaced by machines as a result of the development of digital technology and the internet as well as internet service provider companies in Batam

  • Based on the data of internal consistency analysis in the table above, the results show that the Competency variable (X1) has a composite reliability value of 0.948> 0.600, the X1 variable is reliable, the Job Stress variable (X2) has a composite reliability value of 0.916> 0.600, the X2 variable is reliable, Perceived Organizational Support (X3) variable has a composite reliability value of 0.915> 0.600 X3 variable is reliable, Organizational Commitment variable (X4) has a composite reliability value of 0.915> 0.600 X4 variable is reliable, Employee Performance variable (Y) has composite reliability value of 0.935> 0.600 the Y variable is reliable

  • Transformational leadership has a significant influence on the performance of millennial employees in Internet Service Provider companies in Batam City

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Summary

Introduction

Digital technology that is happening will bring many changes to human performance, where human labor is replaced by machines as a result of the development of digital technology and the internet as well as internet service provider companies in Batam. Klaus Martin Schwab) states that at this time we are at the beginning of a revolution that fundamentally changes the way of life, work, and relate to one another. A work organization is an organization of broad commitments in efforts to build better human resources, work processes and work results. Work culture in the industrial revolution era 4.0 is able to change employee performance, due to technological developments. In the era of the industrial revolution 4.0 influenced the leadership patterns needed, where the impact of IAIC J.IICS Vol 3, No 2, 2021 : 113 – 122

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