Impact of Employee Engagement on Employee Performance Inside of Organization

Name: Mujahid

University: COMSATS University

Year: 2023

Abstract:

The purpose of this study is to find out what is the impact of the employee engagement on
employee performance (is a part of retention of employee in organization) but used employee
engagement and work load as the independent variable and stress as moderator and used a social
exchange theory (SET), Individual will be motivated to engage in their work and the data has
been collected from the employee of the COMSATS Islamabad employees, used a PLS4
software for further activities

1: Introduction

When assuming and carrying out an organizational position, engagement refers to being both
physically and psychologically present (Khan (2008). As per normal, in order to attain and
enhance performance, an organization must initiate or activate employee engagement by
fostering motivation and ensuring their job happiness. The actual asset for an organization is an
engaged workforce, and for a worker to be engaged, they must not only be content with their
workplace but also in good physical and mental health. Here, "healthy" refers to both
professional and personal development. The employee who can balance the task with the
resources is one who is engaged or promised (Christian et al., 2011). There is a strong positive
correlation between employee task performance and training in the tourist and hospitality
sectors.) Employing engagement simultaneously will help the organization's direct and indirect
relationships between training and task performance (Arwab, 2021). Through the use of
employee engagement as a mediator, transformational leadership has a favorable effect on
employee effectiveness, organizational commitment, and job performance. Particularly,
employee engagement partially mediates how transformational leadership affects employees'
loyalty to the firm (Park, 2021). Workload is the amount of work that needs to be done as a result
of the employee's or organizational unit's position, simply put, the product volume and the time

1
required. According to Permendagri, workload can be broken down into the following parts:
time standards, or the times used to finish the tasks or activities: Workload analysis uses
influencing hours as a calculating technique to determine work volume, which is obtained
through performing tasks to achieve work results. 2008 (Permendagri).

Munandar defines workload as a set of tasks associated with a job that must be completed within
a specific time frame, and Achyna lists two factors that can affect workload: external factors and
internal factors. External factors are those that arise from sources other than the employee
themselves, such as physically or mentally demanding tasks, whereas internal factors are those
that arise from within the employee. (2002) Munandar 2016 (Achyana). Additionally, loyalty is
passed on to motivation as an indirect power in employees' performance so employee
performance can easily affect the performance of the organization (Kottayam, K., Suphattanakul,
O., Sui, J. M., & Hussain, S.). Loyalty and motivation are a type of factor that positively can
effect employee performance directly and indirectly in a modern trade of organisation (2022).
With the exception of the autocratic managerial style, which has a positive but negligible
relationship with employee performance, the majority of managerial styles are dependent on or
positively linked to employee performance (Kalogiannidis, S., Kontsas, & Chatzitheodoridis, F.)
(2021).

2: Literature Review

2.1 Employee Engagement

Employee engagement is a piece or part of retention, and keep of the employee in the
organization, the definition integrates the classic construct of job satisfaction (Smith et al.,
1969). Employee Engagement is a measurable step of an employee's positive or negative
emotional connection to their job, colleagues and organization which deeply influences their
willingness to learn and perform at work (Scarlett Surveys). Employee engagement define for
the first time by Khan in which define like (connecting of employee of the organization member)
in engagement people express themselves physically, Cong natively (belief) and emotionally
(felling) during the role of performance. According to Kahn (1990), engagement means to be
psychologically as well as physically present when occupying and performing an organizational
role (Khan, (2008). As usual an organization to achieve and improve the performance need to
start or activate the employee engagement by encouraging motivation and fulfilling their job
2
satisfaction. An engaged employee to the organization is the real asset and to be engaged, an
employee has not to be just happy in their organization but also to be healthy is the main power
for an employee. Healthy mean here growing up personally and as well as professionally. And
engaged or promised employee is the one who can balance the task with the resources (Christian
et al., 2011). Engagement overhead and beyond easy satisfaction with the utilization arrangement
or basic loyalty to the employer-a characteristic closely all firms have measured over the years.
And engagement on the other hand is about desire and commitment of the willingness to the take
ones place and expel ones optional effort to help employee succeed (Rai, 2012). The relationship
of spirituality and employee engagement and the implementation of the work spirituality and
employee engagement is important to improve their lecturer performance in inside the
organization (Margaretha, 2021). Employee engagement OR EE has three main relationship
components which are cognitive, emotional and behavioral aspects. On the initial is the belief of
the employee on the organization, and as well the condition of their leadership and work
environment. The second one is the emotional aspect relate their felling concern on each factor
beside the positive and negative possession toward the organization and leaders. The last one is
behavioral equivalent is the most important component in the organization which is to consist of
effort for freedom of choice for engaged employee (Konrad (2006). The literature review shows
that employee engagement enhance or influence on employee performance duo to this
organization can achieved its goal (Satata, 2021). An interference on the social-controls has led
to changes in technical controls of the performance dimension system resulting in significant
upgrading in employee engagement and performance (Smith, 2017). Expectancy theory says an
employee is motivated to carry out a high level of energy if he believes the effort will lead to a
good performance appraisal (Luo & Chea, 2018; Wang et al., 2020). Suggest that the
information technology used must provide benefits and be supported by human resources who
have the expertise retain that employees to create a work climate that can support employee and
organizational performance in Regional Revenue Agency Office of Makassar City (Heslina,
2021). The relationship between training and task performance of employee in the tourism and
hospitality industry is significantly is positive. Simultaneously, employ engagement positively
mediate the relationship between training and task performance directly and indirectly in the
organization (Arwab, 2021). Transformational leadership has positive impact on employee
effective organizational commitment and job performance through out of the employee

3
engagement as mediator. Especially employee engagement partly playing mediate role in
mechanism in which transformational leadership affect employee affective organization
commitment (Park, 2021). Talent management and employee engagement has the relation
because retaining a talented employee can increase the value of organization so knowing the
talented employee is the function of the organization (Ayub, 2017; Chou, 2012; Hoglun, 2012).

2.2 Workload

Workload is a kind of stress that prohibit the employees to perform their chosen task properly
and easily but work load is simply times that employees spend for their doing of activities.
Workload, one of the job demands, is a reason that can hurt employees’ physical and mental
health. Workload has been defined in several ways, most of which refer to working hours, the
number of tasks to be done, the pressure of time, mental load, and physical load, (Van
Veldhoven & Meijman, 1994).

Can define the Workload as the physical and mental effort required from an employee to
complete the assigned tasks. As well it is an effort to develop work effectiveness and employee
performance including paying attention to the division of labor or each member of the
organization as well as increasing workload, might be physical work load or mentally workload
but paying attention to the compensation given to the employees should be on the basis of
regular or could be direct and indirect (Ali, H. (2022).

Workload is the amount of work that’s have to be carried out due to the position of the
employee/organization unit as simple can say the product volume and the time normally and
according to the Permendagri workload can be out with the following parts: time norms, times
are used to complete the tasks/activities: work volume, it is obtained from the carrying out the
tasks to obtain work result mostly for this used an effecting hours which is a calculating tools in
conducting workload analysis. (Permendagri 2008). According to Munandar workload is a
circumstances of activities with the job explanation that must be finished within a definite time
margin and Achyna tow factors are include that effect the workload, first is external factor and
the second one is internal factor, external factors are the factors that happen from outside of the
employee themselves which is like task performed physical or mentally while internal factors are

4
that factors that come from inside the employee themselves so the reaction is result firm the
external factor. (Munandar, 2001) (Achyana, 2016). Division of the work has the effect on work
effectiveness, division of the labor has effect on employee performance, work load effect on
work effectiveness, and work effectiveness has work effect on employee performance (Ali, H.
(2022). Motivating force in developing healthy work environments and its effect or impact is
positive on employees’ performance. That is considered not all the workload effect an individual
but it keep to facilitate the goal of the organization to be achieved while the organization work
tension decrease efficiency but workload increase performance (Wibowo, 2021). Some policy
created for the workload and workload linked to the organization policy, working limit created
by the organization policy and with workload the important point is that the employee
compensation related to the organization policy (Herma wan, 2021). Workload might be some
time beneficial for the employee and some cases that is a burden which is taken by employee in
its shoulder but it has the compensation so making a condition of effective workload the
organization can realize to what range its employees can be given the extreme workload and the
importance of its influence on the performance of the organization itself because the workload is
momentous for the organization and institution (Tjiabrata et al., 2017). The workload is the huge
amount of work which is have to be done by the position/organization unit and workload can
produce the volume of productivity so if the workers ability/capability is higher than the job
demand a feeling of burden will arise, on the other hand more stress will appear if the workers is
lower than the job demand. Than the workload can be charged as categorize in to three
condition. First workload that meet the standards, second a workload that too high, third is that is
too low (under power) (Neksen et al., 2021).

that a fundamental reason for measuring workload is to quantify the mental costs
incurred in doing a job to predict system and worker performance. The ultimate goal of
these steps is to improve working conditions, improve the design of the work environment, or
produce more effective work procedures (Neksen et al., 2021). Interaction of social workload
and the strategy to burn out a workload the theoretical implication says the interaction of job and
personal resources as a buffering effect on the positive relationship between workload and job
burnout, while the practical implication for organizational improvement are exposed as the
potential way of the reduction of burnout, especially in managing well-being in work related
stressful satiation Woranetipo, S., & Chavanovanich, J. (2021). The workload has the direct

5
relationship with the job satisfaction inside the organization which lead the employee toward the
performance (Ekowati, 2021). Competence impact on employee performance in state-owned
public bodies but workload negatively impact employee performance in the organization of state
owned public bodies while motivation effect employee performance. Capability positively affect
employee workload motivation negatively affect employees work motivation. Competence
through Work Motivation positively affects Employee Performance. Workload through Work
Motivation negatively affects Employee Performance in state-owned public bodies (Aliyyah,
2021). Demonstrated that statement is a significant factor in influential employee performance
and plays a significant role as intervening variable between workload and employee performance
(Ibrahim, 2022). Come up with that the workload on employee significantly influenced the
organizational objectives goals and commitment among the employee of the organization
between each other (Aladwan, 2021). That demanding work circumstances in the form of an
extraordinary workload can change the relationship between HRM and crucial employee
outcomes in such a way that the benefits of some HR practices become particularly useful when
employees actually need them. In addition, (De reuve, 2021). The instantaneously workload and
teamwork touch the productivity of the organization? Meanwhile, moderately teamwork affects
organizational productivity. However, workload has no effect on the productivity of the
organization (Abadi, 2021). JD-R theory presents workload as job demand which could be
mitigated by psychological capital which is presented as job resources with the view of
promoting employee innovative behavior (Ijie, 2021). According to more recent empirical
research, job satisfaction is independent of motivation and has a favorable impact on the
organization's IT personnel' performance. Employee engagement does not directly influence
performance, but it can significantly influence performance through mediation through
motivation and job satisfaction (Riyanto, S., Endri, E., & Herlisha, N. (2021).

2.3 Employee Performance

Mostly that the employees are the important factor or element of the organization simply we can
say that the employees are the human asset of the organization even organization cannot be run
without of the employee. And the performance of the employee effect the organizational
performance whether employee performance are good organization performance are good.
Employee performance is the motivating factor to strength the organization factor (Vipraprastha,

6
2018). Employee performance is relevant to the behavioral activities and action of the employees
at the workplace, which is obviously related to the organizational goals and objectives to be
achieved (Wang, 2011). Job security on employee’s performance in HEIs in Pakistan that
describe that the coordination and employees’ performance related positively with each other
weather the job coordination is good employees performance will be better for the organization,
coordination, psychological safety and job security has the direct related relationship with the
coercive pressure and finally effect the employees performance (Wang, Y. M., Ahmad, W.,
Arshad, M., Yin, H. L., Ahmed, B., & Ali, Z. (2021). The organizational commitment,
motivation and discipline are the essential part, has been considered for the organizational to
achieve or receive the optimal employee performance in the organization (Amri, A., & Ramdani,
Z. (2021). Employee performance for an organization does not imagine capable employees, but
the real important this is that they are willing to work and do everything well and achieve
maximum performance result (Ramdani, Z., Marliani, R., & Rahman, A. A. (2019). For the
employee performance the loyalty and motivation is a kind of factor which positively can effect
directly and indirectly employee performance in a modern trade of organization, additionally
loyalty is passed on to motivation as an indirect power in employees’ performance so employee
performance can easily effect the performance of the organization (Kettapan, K., Suphattanakul,
O., Sui, J. M., & Hussain, S. (2022). the managerial style is mostly dependent or positively
linked with the employee performance except autocratic managerial style which has the positive
but insignificant relationship with the employee performance and many other innovative
managerial style in excluding their duties since this has a great impact on a general employee
performance (Kalogiannidis, S., Kontsas, S., & Chatzitheodoridis, F. (2021). Performance is
interpreted as standards for employee behavior at work. Employees are assed and rated on the
level of commitment or productivity on a particular job as compared to the needs and goals of
the employer or the organization (Abasilim, U. D., Gberevbie, D. E., & Osibanjo, O. A. (2019).
Information technology which is up to date so many time very quickly but information
technology, HR stand for Human Resource and employee engagement that three of these has the
positive and significant effect on the employee performance in an organization (Heslina, H., &
Syahruni, A. (2021). Employee performance also effect positively by the leadership style,
organizational culture also effect positively on employee performance inside the organization
including these two factor the third factor is job satisfaction which also has the positive impact

7
on employee performance (Pascariati, P. S., & lima Krisna, N. (2021). What effect has intrinsic
reward on employee performance? But the intrinsic reward has the plus impact on employee
performance but the motivation mediate the association between intrinsic reward and employee
performance in the enterprise (Manzoor, F., Wei, L., & Asif, M. 2021). Transformational
leadership is totally related to knowledge sharing, affective commitment, while knowledge
sharing and affective commitment are positively connected to employee performance.
Transformational leadership is not positively related to employee performance. Also,
knowledge-sharing mediation and affective commitment can mediate Transformational
Leadership relationships to employee performance (Firmansyah, D., & Purwandari, D. A.
(2022). performance is a result of work attained by a person in carrying out his responsibilities
on skills, efforts and occasions ( Hasibuan, 2002: 160). Performance is the consequence of work
both in quality and quantity completed by a person in carrying out his obligations in agreement
with the responsibilities that have been given to him (Mangkunegara, 2006). The aspects
evaluated in performance are gathered into three, namely: a) Technical ability, namely the ability
to use knowledge, methods, techniques and tools to carry out tasks. b) Conceptual ability,
namely the ability to understand organizational problems as a whole, in which the individual
understands the responsibilities, purposes, and tasks as employees. c) Relational relationship
skills, namely the ability to work together with co-workers (Rivai (2018). Empirical studies has
been improved that the motivation has positive effect on the performance of the IT employees in
the organization while job satisfaction is independent Employee engagement does not directly
affect employee performance, but the effect of mediation through motivation and job satisfaction
can have a significant effect on employee performance (Riyanto, S., Endri, E., & Herlisha, N.
(2021).
2.4 Frame Work:

Employee
Engagement

Employee
Stress
Performance

Workload
3: Theory:

3.1 (SET) Social Exchange Theory:

In employees engagement mostly the researchers and the practitioners are using a Social
Exchange Theory, SET, theory states and shows that the individual will be motivated to engage
in their work when it is based on the fair and balanced exchange system. Kahn’s in (1990) and
Maslach et al’s in (2001) model specify or indicates the psychological situation or antecedents
that are the important and necessary for the engagement, but these authors did not totally
describe why an individual should response to these conditions with the different degree of
engagement.
According to Saks in (2006), mentioned that the durable theoretical rational for clarifying an
employee engagement can be found in social exchange theory (SET). Social exchange theory
argue that the responsibilities are generating through a series of communication among parties
who are in a state of reciprocal interdependence. The fundamental rules of SET is that
relationship develop over time in to believing, loyal and mutual commitment, as along as the
parties accept the certain principals of exchange (Cropanzano and Mitchell 2005). These
principals tend to include interchange or repayment rules, means one party action lead to answer
or actions by the second party. Ex: when someone obtain economic a socio-emotional properties
from their organization they sense grateful to answer in kind and repay the organization the
received economic and socio- emotional (ibid). This is regular with Robinson et al’s in (2004)
explanation of engagement as a two way connection among the employer and employee. Saks in
(2006) claims that one way for individual to refund their organization is through their level of

9
engagement. Also can say” employees will select to engage themselves to changeable degree and
in reply to the resources they take from their organization. For an employee it is good to devote
amount of the cognitive emotional and physical resources is a very important way for the
individual in an organization, as suggested earlier by the work of Kahn (1990). Thus, employees
are more likely to exchange their engagement for resources and benefits provided by their
organization.
3:1, 1 “In short”
SET create a theoretical foundation to show why employees select to become more or less
involved in their work and inside the organization. In terms of Kahn’s (1990) meaning of
engagement, employees feel grateful to transport themselves more totally into their role
performances as repayment for the properties they receive from their organization. When the
organization flops to provide these resources, individuals are more expected to withdraw and
free themselves from their roles. Thus, the amount of cognitive, emotional, and physical
resources that an individual is ready to dedicate in the performance of their work role may be
liable on the economic and socio-emotional resources received from the organization.
Chance increasing with the HPWS practices (Bakker et al., 2010). But opportunity enhancing
practices enable employees by giving them more controller over their work (Harrison &
Martocchio, 1998). JD-R model which also suggests that individuals are more likely to draw on
their resources under stressful conditions – including those induced by high demands (Demerouti
& Bakker, 2011).
Because it associated to the rules, regulation, law, punishment, and the sanctions by the
government regulation but the rest of two are related to the shareholder that influence or effect
on employee performance (DiMaggio 1983).
4: Hypothesis
H1: keeping employee engagement will impact on employee stress.

H2: weather workload has the impact on employee stress.

H3: keeping employee stress and employee performance.

Research Question:

Rq1: what is the relationship between employee engagements on employee performance inside
organization?
10
Rq2: How workload effect employee engagement inside organization?

5: Data Analysis and Result

The data has been collected from the different Universities employees of Islamabad and for the
data analysis and hypothesis testing used PLS4 software and has been applied PLS-SEM
techniques and for the testing used two testing PLS-SEM algorithm is used and second test
assessed the hypothesis study.

5.1: Structural model

The analyzation of the data has been done by the PLS4 and tested the hypothesis and

References

11
Kular, S., Gatenby, M., Rees, C., Soane, E., & Truss, K. (2008). Employee engagement: A
literature review.

Christian, M. S., Garza, A. S., & Slaughter, J. E. (2011). Work engagement: A quantitative
review and test of its relations with task and contextual performance. Personnel
psychology, 64(1), 89-136.

Rai, S. (2012). Engaging young employees (Gen Y) in a social media dominated world–Review
and Retrospection. Procedia-Social and Behavioral Sciences, 37, 257-266.

Margaretha, M., Saragih, S., Zaniarti, S., & Parayow, B. (2021). Workplace spirituality,
employee engagement, and professional commitment: A study of lecturers from Indonesian
universities. Problems and Perspectives in Management, 19(2), 346-356.

Konrad, A. M. (2009). Engaging employees through high involvement work practices. Henry

Stewart Talks.

Satata, D. B. M. (2021). Employee engagement as an effort to improve work performance:

literature review. Ilomata International Journal of Social Science, 2(1), 41-49.

Smith, M., & Bititci, U. S. (2017). Interplay between performance measurement and
management, employee engagement and performance. International Journal of Operations &
Production Management.

Luo, M. M., & Chea, S. (2018). Cognitive appraisal of incident handling, affects, and post-
adoption behaviors: A test of affective events theory. International Journal of Information
Management, 40, 120-131.

Heslina, H., & Syahruni, A. (2021). The influence of information technology, human resources
competency and employee engagement on performance of employees. Golden Ratio of Human
Resource Management, 1(1), 01-12.

Arwab, M., Adil, M., Nasir, M., & Ali, M. A. (2022). Task performance and training of
employees: the mediating role of employee engagement in the tourism and hospitality
industry. European Journal of Training and Development, (ahead-of-print).

12
Park, J., Han, S. J., Kim, J., & Kim, W. (2021). Structural relationships among transformational
leadership, affective organizational commitment, and job performance: the mediating role of
employee engagement. European Journal of Training and Development.

Ayub, S. Z. (2017). The impact of talent management on employee engagement and retention in
achieving organizational performance. Science International, 29(6), 1277-1281.

Ali, H. (2022). Literature Review the Effect of Division of Work and Workload on Work
Effectiveness and its Impact on Employee Performance. Dinasti International Journal of
Economics, Finance & Accounting, 3(2), 227-240.

Permendagri. (2008). Guidelines for Workload Analysis in the Ministry of Home Affairs and
Local Governments.

Munandar, A. S. (2001). Psikologi industri dan organisasi.

Wibowo, A. D., Tamsah, H., Farida, U., Rasyid, I., Rusli, M., Yusriadi, Y., & Tahir, S. Z. B.
(2021). The influence of work stress and workload on employee performance through the work
environment at SAMSAT Makassar city. In Proceedings of the International Conference on
Industrial Engineering and Operations Management (pp. 6276-6282).

Hermawan, E. (2021). Literature Review Company Policy: Workload, Work Time and
Employee Compensation. Journal of Law, Politic and Humanities, 1(3), 126-134.

Tjiabrata, F. R., Lumanauw, B., & Dotulong, L. O. (2017). Pengaruh beban kerja dan lingkungan
kerja terhadap kinerja karyawan PT. Sabar Ganda Manado. Jurnal EMBA: Jurnal Riset
Ekonomi, Manajemen, Bisnis dan Akuntansi, 5(2).

Neksen, A., Wadud, M., & Handayani, S. (2021). Pengaruh Beban Kerja dan Jam Kerja terhadap
Kinerja Karyawan pada PT Grup Global Sumatera. Jurnal Nasional Manajemen Pemasaran &
SDM, 2(2), 105-112.

Woranetipo, S., & Chavanovanich, J. (2021). Three-way Interactions of Workload, Social

Support and Coping Strategy on Job Burnout. The Journal of Behavioral Science, 16(1), 58–72

13
Ekowati, V. M., Supriyanto, A. S., Fatmawati, Y. D., & Mukaffi, Z. (2021). An Empirical Effect
of Workloads on Employee Satisfaction: Mediating by Work Environment. Journal of Southwest
Jiaotong University, 56(1).

Aliyyah, N., Prasetyo, I., Rusdiyanto, R., Endarti, E. W., Mardianah, F., Winarko, R. ... &
Tjaraka, H. (2021). What Affects Employee Performance through Work Motivation? Journal of
Management Information and Decision Sciences, 24(1).

Ibrahim, M. A. H. D. A. N. I., Saputra, J. U. M. A. D. I. L., Adam, M. U. H. A. M. M. A. D., &

Yunus, M. U. K. H. L. I. S. (2022). Organizational Culture, Employee Motivation, Workload,
and Employee Performance: A Mediating Role of Communication. WSEAS Transactions on
Business and Economics, 19, 54-61.

Aladwan, M., Muala, I., & Salleh, H. (2021). Cyberloafing as a mediating variable in the
relationship between workload and organizational commitment. Management Science
Letters, 11(3), 1013-1022.

De Reuver, R., Van de Voorde, K., & Kilroy, S. (2021). When do bundles of high performance
work systems reduce employee absenteeism? The moderating role of workload. The
International Journal of Human Resource Management, 32(13), 2889-2909.

Abadi, W., & Riyanto, S. (2021). The Effect of Workload and Teamwork on Organizational
Productivity. Jurnal Economic Resource, 4(2).

Ijie, E. H., Zhen, M., & Korankye, B. (2021). Exploring the impact of workload on employee
innovative behavior in Nigerian manufacturing sector: the role of psychological
capital. International Journal of Advanced Engineering and Management Research, 6(1), 58-77.

Wang, H.; Tsui, A.S.; Xin, K.R. CEO Leadership behaviors, organizational performance, and
employees’ attitudes. Leaders. Q. 2011, 22, 92–105

Wang, Y. M., Ahmad, W., Arshad, M., Yin, H. L., Ahmed, B., & Ali, Z. (2021). Impact of
coordination, psychological safety, and job security on employees’ performance: The moderating
role of coercive pressure. Sustainability, 13(6), 3175.

14
Amri, A., & Ramdani, Z. (2021). Effect of organization commitment, work motivation, and
work discipline on employee performance (case study: pt. pln (persero) p3b Sumatera upt
Padang). International Journal of Educational Management and Innovation, 2(1), 88-99.

Ramdani, Z., Marliani, R., & Rahman, A. A. (2019). The individual work performance scale: A
psychometric study and its application for employee performance. Humanities & Social Sciences
Reviews, 7(5), 405-414.

Kettapan, K., Suphattanakul, O., Sui, J. M., & Hussain, S. (2022). Structure Equation Model of
Causal Factors Affecting Employees’ Performance in Modern Trade
Organization. Planning, 17(4), 1141-1146.

Kalogiannidis, S., Kontsas, S., & Chatzitheodoridis, F. (2021). Managerial Styles and Employee
Performance. An Empirical Study from Bank Sector Employees in Greece. WSEAS
Transactions on Environment and Development, 17, 1234-44.

Abasilim, U. D., Gberevbie, D. E., & Osibanjo, O. A. (2019). Leadership styles and employees’
commitment: Empirical evidence from Nigeria. Sage Open, 9(3), 2158244019866287.

Pascariati, P. S., & lima Krisna, N. (2021). THE DETERMINANTS OF EMPLOYEE'S

PERFORMANCE: LEADERSHIP STYLE, ORGANIZATIONAL CULTURE AND JOB
SATISFACTION (LITERATURE REVIEW). Dinasti International Journal of Education
Management and Social Science, 2(6), 1083-1095.

Manzoor, F., Wei, L., & Asif, M. (2021). Intrinsic rewards and employee's performance with the
mediating mechanism of employee's motivation. Frontiers in Psychology, 12.

Firmansyah, D., & Purwandari, D. A. (2022). The Influence of Transformational Leadership on

Employees Performance with Knowledge Sharing and Affective Commitment as
Moderation. Budapest International Research and Critics Institute-Journal (BIRCI-Journal), 5(3),
23294-23307.

Rivai, V., & Sagala, E. J. (2011). Human resource management for companies from theory to
practice. Jakarta: Raja Grafindo Persada.

15
Riyanto, S., Endri, E., & Herlisha, N. (2021). Effect of work motivation and job satisfaction on
employee performance: Mediating role of employee engagement. Problems and Perspectives in
Management, 19(3), 162.

16