Analysis of the Influence of Leadership and Compensation Style on Employee Performance with Competence as an Intervening Variable at PT. Pelabuhan Indonesia

Agus May Suryanto; Hermien Tridayanti; Joko Suyono

doi:10.29138/ijebd.v6i3.2258

Agus May Suryanto Department of Management, Narotama University, Surabaya, Indonesia
Hermien Tridayanti Department of Management, Narotama University, Surabaya, Indonesia
Joko Suyono Department of Management, Narotama University, Surabaya, Indonesia

DOI: https://doi.org/10.29138/ijebd.v6i3.2258

Keywords: Competence, Compensation, Employee Performance, Leadership Style

Abstract

Purpose: Think about the role that employee competency plays in the relationship between leadership style, salary, and performance.

Design/methodology/approach: Quantitative research.

Findings: 1) The way a leader acts has a major, favorable impact on the results his or her team achieves, 2) leadership style significantly positively affects competence, 3), pay raises have a positive impact on productivity, 4) Raises in salary have a salutary effect on worker performance., 5) employee competence has a positive impact on productivity, 6).Positive results can be attained through a variety of leadership styles on productivity through an intermediary of employee competence. 7) With competence as a moderating element, salary has a large, positive effect on worker output.

Research limitations/implications: This study surveyed the staff of PT. Pelabuhan Indonesia (Persero) utilizing a sample size of 300 people who filled out questionnaires provided in-house. The collected data was analyzed using Smart PLS version 3.2.9.

Practical implications: This study shows that both leadership style and pay have significant impacts on workers' output. Competence has a significant impact on performance and outcomes such as salary and leadership style. Competence is an intermediary factor between leadership style and compensation and staff performance.

Originality/value: This Paper is Original

Paper type: Research paper

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