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Abstract
Company always has to pay attention to the employee’s well being by giving organization support to their employees. Organization supports from the company will be perceived by the employee as general confidence of organization awareness to their well being. Less perceived organizational support for employee will lead to less working spirit and will make it harder to achieve maximum results. Some of the factors that could affect perceived organizational support for employees are reward justice and task oriented leadership behavior. This study tried to assess three hypotheses. The first hypothesis is there is a relationship between reward justice and task oriented leadership style toward perceived organizational support. The second hypothesis is there is a relationship between reward justice toward organizational support, and the third hypothesis is there is a relationship between task oriented leadership styles toward perceived organizational support. The results showed that simultaneously reward justice and task oriented leadership style together significantly affect perceived organizational support, so the hypothesis is confirmed. The coefficient value (R Square) is 0.433. This means that contribution of reward justice and task oriented leadership style toward perceived organizational support is 43.3 %. The second hypothesis is also confirmed. While the coefficient value of regression line variable equation of task oriented leadership style to perceived organizational support is -0.346. This means that, partially there is no significant negative impact between tasks oriented leadership style and perceived organizational support. The implication of this research result is that the involvement of officials and salaries is needed more and influential for employee, compared with the presence of the leader.
Highlights
Company always has to pay attention to the employee’s well being by giving organization support to their employees
Perceived organizational support is a global conviction formed by employees concerning their assessments to organization that formed based on their experience regarding their organization policy and procedure, interaction with organization agents and perception concerning organization caring to their prosperty (Rhoades & Eisenberger, 2002)
Based on the research and hypothesis test results, the first hypothesis (H1) declares that there is positive reward justice effect regarding perceived organizational support. It means that the height of the reward justice has relationship with the perceived organizational support height
Summary
Company always has to pay attention to the employee’s well being by giving organization support to their employees. Some of the factors that could affect perceived organizational support for employees are reward justice and task oriented leadership behavior. The first hypothesis is there is a relationship between reward justice and task oriented leadership style toward perceived organizational support. The second hypothesis is there is a relationship between reward justice toward organizational support, and the third hypothesis is there is a relationship between task oriented leadership styles toward perceived organizational support. The results showed that simultaneously reward justice and task oriented leadership style together significantly affect perceived organizational support, so the hypothesis is confirmed. The coefficient value (R Square) is 0.433 This means that contribution of reward justice and task oriented leadership style toward perceived organizational support is 43.3 %. While the coefficient value of regression line variable equation of task oriented leadership style to perceived organizational support is -0.346. Rhoades et al, (2001) said that rewards will increase perceived organizational support and organizational rewards connect positively with perceived organizational support. Ardianto (2009) shows that there is positive effect between organizational rewards regarding perceived organizational support
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