The Role of Knowledge Management, Transformational Leadership, and Organizational Commitment on Employee Performance: Empirical Study in Public Sector
Downloads
Objective: This research aims to empirically investigate the influence of knowledge management practices and transformational leadership on employee performance in the public sector, through the role of organizational commitment as a mediator
Design/Methods/Approach: Data were collected using an online questionnaire method from 854 employees. Respondents who meet the requirements in this study are permanent employees with at least one year of work experience from staff level to manager. The collected data were analyzed using Lisrel 8.8 via structural equation modeling (SEM) to explain the relationship between constructs.
Findings: The findings of this study showed that both knowledge management and transformational leadership demonstrated a positive and significant effect on employee performance. Organizational commitment positively influenced employee performance, partly mediating the impacts of both knowledge management and transformational leadership on employee performance.
Originality/Value: This research sheds light on the role of knowledge management within the Indonesian public sector, a developing country context where previous studies have indicated its rare implementation. Additionally, by combining the role of transformative leadership style as an additional predictor, it can contribute to enriching existing literature. Although previous research has placed organizational commitment as a mediating factor, the integration of this research model has not occurred before, especially in the context of the public sector.
Practical/Policy Implication: Public sector organizations are advised to encourage the implementation of knowledge management and create transformative leaders. The synergy between knowledge management and transformational leadership fosters a dynamic workplace environment, enabling employees to be well-prepared, motivated, and empowered to perform effectively in their roles, thereby contributing to organizational success.
Al-Romeedy, B. S. (2019). The role of job rotation in enhancing employee performance in the Egyptian travel agents: the mediating role of organizational behavior. Tourism Review, 74(4), 1003–1020. https://doi.org/10.1108/TR-10-2018-0153
Alharbi, G. L., & Aloud, M. E. (2024). The effects of knowledge management processes on service sector performance: evidence from Saudi Arabia. Humanities and Social Sciences Communications, 11(1). https://doi.org/10.1057/s41599-024-02876-y
Allen, N. J., & Meyer, J. P. (1993). Organizational commitment: Evidence of career stage effects? Journal of Business Research, 26(1), 49–61. https://doi.org/10.1016/0148-2963(93)90042-N
Andrade, S., Queiroga, F., & Valentini, F. (2020). Short version of self-assessment scale of job performance. Anales de Psicologia, 36(3), 543–552. https://doi.org/10.6018/analesps.402661
Asif, A., & Rathore, K. (2021). Behavioral Drivers of Performance in Public-Sector Organizations: A Literature Review. SAGE Open, 11(1). https://doi.org/10.1177/2158244021989283
Buil, I., Martínez, E., & Matute, J. (2019). Transformational leadership and employee performance: The role of identification, engagement and proactive personality. International Journal of Hospitality Management, 77, 64–75. https://doi.org/10.1016/j.ijhm.2018.06.014
Campbell, J. P. (2012). Behavior, performance, and effectiveness in the twenty-first century. In S. W. J. Kozlowski (Ed.), The Oxford Handbook of Organizational Psychology, 1, pp. 159–194. Oxford University Press. https://doi.org/10.1093/oxfordhb/9780199928309.013.0006
Carless, S. A., Wearing, A. J., & Mann, L. (2000). A short measure of transformational leadership. Journal of Business and Psychology, 14(3), 389–405. https://doi.org/10.1023/A:1022991115523
Eliyana, A., Ma’arif, S., & Muzakki. (2019). Job satisfaction and organizational commitment effect in the transformational leadership towards employee performance. European Research on Management and Business Economics, 25(3), 144–150. https://doi.org/10.1016/j.iedeen.2019.05.001
Fan, L., Feng, C., Robin, M., & Huang, X. (2023). Transformational leadership and service performance for civil servants of public organizations in China: a two-path mediating role of trust. Chinese Management Studies, 17(1), 215–230. https://doi.org/10.1108/CMS-02-2021-0050
Goetz, N., & Wald, A. (2022). Similar but different? The influence of job satisfaction, organizational commitment and person-job fit on individual performance in the continuum between permanent and temporary organizations. International Journal of Project Management, 40(3), 251–261. https://doi.org/10.1016/j.ijproman.2022.03.001
Government Financial Organization (2021). The journey of bureaucratic reform in government financial organizations. https://www.kemenkeu.go.id/transformasi-kelembagaan/profil-reformasi-birokrasi Jakarta: Government Financial Organization
Hair, J. F., Black, W. C., Babin, B. J., Anderson, R. E., Black, W. C., & Anderson, R. E. (2019). Multivariate Data Analysis. https://doi.org/10.1002/9781119409137.ch4
Hoch, J. E., Bommer, W. H., Dulebohn, J. H., & Wu, D. (2018). Do Ethical, Authentic, and Servant Leadership Explain Variance Above and Beyond Transformational Leadership? A Meta-Analysis. Journal of Management, 44(2), 501–529. https://doi.org/10.1177/0149206316665461
Huang, J. W., & Li, Y. H. (2009). The mediating effect of knowledge management on social interaction and innovation performance. International Journal of Manpower, 30(3), 285–301. https://doi.org/10.1108/01437720910956772
Institute for Management Development (2023). World competitiveness ranking: A comprehensive annual report and worldwide reference point on the competitiveness of countries. https://www.imd.org/centers/wcc/world-competitiveness-center/rankings/world-competitiveness-ranking/
Jiatong, W., Wang, Z., Alam, M., Murad, M., Gul, F., & Gill, S. A. (2022). The Impact of Transformational Leadership on Affective Organizational Commitment and Job Performance: The Mediating Role of Employee Engagement. Frontiers in Psychology, 13, 1–12. https://doi.org/10.3389/fpsyg.2022.831060
Jyoti, J., & Rani, A. (2017). High performance work system and organisational performance: role of knowledge management. Personnel Review, 46(8), 1770–1795. https://doi.org/10.1108/PR-10-2015-0262
Kianto, A., Vanhala, M., & Heilmann, P. (2016). The impact of knowledge management on job satisfaction. Journal of Knowledge Management, 20(4), 621–636. https://doi.org/10.1108/JKM-10-2015-0398
Kreitner, R., & Kinicki, A. (2012). Organizational Behavior (10th ed). Boston: McGraw-Hill Higher Education.
Lin, Q. (2023). Transformational leadership and innovative work behavior: The role of identification, voice and innovation climate. International Journal of Hospitality Management, 113(8), 1-14. https://doi.org/10.1016/j.ijhm.2023.103521
Lin, X., Sivarak, O., Chou, T. H., Lin, Y. T., Rahardja, U., Ruangkanjanases, A., Lin, Y. C., & Chen, S. C. (2022). Exploring the Effect of Team-Environment Fit in the Relationship Between Team Personality, Job Satisfaction, and Performance. Frontiers in Public Health, 10, 1–14. https://doi.org/10.3389/fpubh.2022.897482
Malhotra, N. K. (2010). Marketing Research: An Applied Orientation (6th ed.). Tamil Nadu: Pearson India Education Services Pvt. Ltd.
Malhotra, N. K. & Dash, S. (2016). Marketing Research: An Applied Orientation Seventh Edition. Tamil Nadu: Pearson India Education Services Pvt. Ltd.
Massaro, M., Dumay, J., & Garlatti, A. (2015). Public sector knowledge management: A structured literature review. Journal of Knowledge Management, 19(3), 530–558. https://doi.org/10.1108/JKM-11-2014-0466
Mazurchenko, A., & Maršíková, K. (2019). Digitally-powered human resource management: Skills and roles in the digital era. Acta Informatica Pragensia, 8(2), 72–86. https://doi.org/10.18267/j.aip.125
Mehta, A. M., & Tariq, M. (2020). An institution based view towards innovation strategy and knowledge management in the European region. Journal of Management Information and Decision Sciences, 23(4), 223–228.
Meyer, J.P.. Allen, N.J., & Smith, C.A. (1993). Commitment to Organizations and Occupations: Extension and Test of a Three-Component Conceptualization. Journal of Applied Psychology, 78(4), 538–551. https://doi.org/10.1037/0021-9010.78.4.538
Meyer, J.P., Stanley, D.J., Herscovitch, L., & Topolnytsky, L. (2002). Affective, continuance, and normative commitment to the organization: A meta-analysis of antecedents, correlates, and consequences. Journal of Vocational Behavior, 61(1), 20–52. https://doi.org/10.1006/jvbe.2001.1842
Mustapa, A. N., & Mahmood, R. (2016). Knowledge Management and Job Performance in the Public Sector: The Moderating Role of Organizational Commitment. International Journal of Research in Business Studies and Management, 3(7), 28–36.
Oyewobi, L. O., Oke, A. E., Adeneye, T. D., & Jimoh, R. A. (2019). Influence of organizational commitment on work–life balance and organizational performance of female construction professionals. Engineering, Construction and Architectural Management, 26(10), 2243–2263. https://doi.org/10.1108/ECAM-07-2018-0277
Park, J., Han, S.J., Kim, J., & Kim, W. (2022). Structural relationships among transformational leadership, affective organizational commitment, and job performance: the mediating role of employee engagement. European Journal of Training and Development, 46(9), 920–936. https://doi.org/10.1108/EJTD-10-2020-0149
Park, I. J., & Hai, S. (2023). Person-organization fit, person-job fit and organizational commitment among hotel employees: the roles of positive affect and calling. International Journal of Contemporary Hospitality Management, 36(3), 852-872. https://doi.org/10.1108/IJCHM-07-2022-0827
Patwary, A. K., Azam, N. R. A. N., Ashraf, M. U., Muhamed Yusoff, A., Mehmood, W., & Rabiul, M. K. (2023). Examining employee performance through knowledge management practices, organisational commitment and capacity building in the Malaysian hotel industry. Global Knowledge, Memory and Communication, 2I(3), 1-20. https://doi.org/10.1108/GKMC-11-2022-0256
Pradhan, S., & Pradhan, R. K. (2015). An Empirical Investigation of Relationship among Transformational Leadership, Affective Organizational Commitment and Contextual Performance. Vision, 19(3), 227–235. https://doi.org/10.1177/0972262915597089
Qalati, S. A., Zafar, Z., Fan, M., Sánchez Limón, M. L., & Khaskheli, M. B. (2022). Employee performance under transformational leadership and organizational citizenship behavior: A mediated model. Heliyon, 8(11), 1-8. https://doi.org/10.1016/j.heliyon.2022.e11374
Razzaq, S., Shujahat, M., Hussain, S., Nawaz, F., Wang, M., Ali, M., & Tehseen, S. (2019). Knowledge management, organizational commitment and knowledge-worker performance: The neglected role of knowledge management in the public sector. Business Process Management Journal, 25(5), 923–947. https://doi.org/10.1108/BPMJ-03-2018-0079
Robbins, S. P., & Judge, T. A., (2023). Organizational behavior, global edition (19th ed.). United Kingdom: Pearson International Content.
Sonnentag, S., & Frese, M. (2002). Performance Concepts and Performance Theory. Psychological Management of Individual Performance, October, 17(2), 1–25. https://doi.org/10.1002/0470013419.ch1
Srimulyani, V. A., Rustiyaningsih, S., Farida, F. A., & Hermanto, Y. B. (2023). Mediation of “AKHLAK” corporate culture and affective commitment on the effect of inclusive leadership on employee performance. Sustainable Futures, 6, 1-14. https://doi.org/10.1016/j.sftr.2023.100138
Sudha, A., Azam, S. M. F., & Tham, J. (2023). Transformational leadership and job performance of Maldives Civil Service employees, mediated by organisational commitment. International Journal of Public Sector Management, 36(3), 271–287. https://doi.org/10.1108/IJPSM-09-2022-0198
Ulatowska, R., Wainio, E., & Pierzchała, M. (2023). Digital transformation in HRM of the modern business service sector in Finland and Poland. Journal of Organizational Change Management, 36(7), 1180–1192. https://doi.org/10.1108/JOCM-11-2022-0339
Copyright (c) 2024 Leviadi Pangaribuan, Aryana Satrya
This work is licensed under a Creative Commons Attribution 4.0 International License.
Authors who publish with this journal agree to the following terms:
1. The author(s) hold the copyright of the article without restrictions.
2. The author(s) retain publishing rights without restrictions
3. The legal formal aspect of journal publication accessibility refers to Creative Commons Attribution (CC BY).
