Antecedents of Organizational Commitment of Construction and Building Employees in Jakarta

DOI

10.2991/978-94-6463-350-4_9How to use a DOI?

Keywords

Job Satisfaction; Leadership Style; Organizational Commitment; Organizational Culture

Abstract

Construction is considered the most stable area of the industry because it does not rely heavily on digital technology. Even so, construction and building companies must generate employee satisfaction and organizational commitment and disseminate the customer concept to all parts of the organization so that they can serve each other well. Leadership and organizational culture can direct how employees should work well, giving rise to job satisfaction.

Aim

This study aims to analyze the effect of task-oriented leadership style and organizational culture on organizational commitment through job satisfaction.

Methods

Structural equation model analysis and hypotheses were tested using AMOS version 24. Respondents in this study were employees who worked at Construction and Building Sector Companies in Jakarta, such as PT Total Bangun Persada, Tbk, PT Waskita Karya, Tbk, PT Hutama Karya, Tbk as the object of research.

Results

The results showed that task-oriented leadership style had a positive effect on employee job satisfaction and organizational commitment, organizational culture had a positive effect on employee job satisfaction and organizational commitment, and employee job satisfaction had a positive effect on organizational commitment. A task-oriented leadership style had a positive effect on organizational commitment through employee job satisfaction. Organizational culture has a positive effect on organizational commitment through employee job satisfaction.

Conclusion

Task - leadership style and organizational culture have a direct and indirect effect on organizational commitment, with job satisfaction as the mediating variable.

Contribution.

This research implies that leaders must influence and motivate employees to contribute to the organization’s efficiency and create employee values, beliefs, and habits to optimize working time. Also, it can make employees work happily and sincerely without pressure but by the values, goals, vision, and mission set.

Copyright

© 2023 The Author(s)

Open Access

Open Access This chapter is licensed under the terms of the Creative Commons Attribution-NonCommercial 4.0 International License (http://creativecommons.org/licenses/by-nc/4.0/), which permits any noncommercial use, sharing, adaptation, distribution and reproduction in any medium or format, as long as you give appropriate credit to the original author(s) and the source, provide a link to the Creative Commons license and indicate if changes were made.

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TY  - CONF
AU  - Okbar Donny
AU  - B. Medina Nilasari
AU  - Renny Risqiani
AU  - Nico Lukito
PY  - 2024
DA  - 2024/01/10
TI  - Antecedents of Organizational Commitment of Construction and Building Employees in Jakarta
BT  - Proceedings of the International Conference on Entrepreneurship, Leadership and Business Innovation (ICELBI 2022)
PB  - Atlantis Press
SP  - 79
EP  - 92
SN  - 2352-5428
UR  - https://doi.org/10.2991/978-94-6463-350-4_9
DO  - 10.2991/978-94-6463-350-4_9
ID  - Donny2024
ER  -