Referring to the illustrations above, the inspirations to motivate employees can best be approximated through the recognition of psychological empowerment. Idealized influence refers to the behavior of leaders that allows them to act as role models for their followers. Inspirational motivation refers to leader behaviors that inspire and stimulate people by providing challenge and meaning to the follower's work (Long, Yusof, Kowang, & Heng, 2014).
Intellectual stimulation refers to the behavior of the leaders that should stimulate the efforts of the followers to be innovative and creative by questioning assumptions, reframing adversities and approaching the situation of older people in new ways. Warillow also defines intellectual stimulation as the extent to which leaders challenge the assumptions, incentives and creativity of their followers by providing a framework to see whether they connect with the leaders, organizations, colleagues and the goals by creatively overcoming obstacles in the road to success. the mission (Odumeru & Ogbonna, 2013). Competence refers to an individual's ability to perform work-related activities with skill, referring to the extent to which a person performs the task.
It is a feeling of being trusted, which leads to the feeling of being treated fairly (Zavaraki & Mobaraki, 2015). In reality, every employee expects to get something as much as they have given to the management or employer. Input means any value that employees perceive they contribute to the job (education, skill, experience, and so on).
According to Gilmer (Sutrisno, 2014), influential factors on job satisfaction include; (1) progress, regardless of whether there is an opportunity or not to gain experience and increase skill, (2) safety is only a supporting factor through which a safe condition can affect the worker's feeling when he is working , (3) pay usually leads to job dissatisfaction and the employee rarely expresses his satisfaction with the pay given, (4) management should provide a good and stable working environment, (5) supervision should be superior to ensure the opportunity on reducing employee turnover, (6) intrinsic factors of the job, which refer to the elements of the job can stimulate employees' creativity, (7) the working environment includes the place, ventilation, signal canteen and parking lot, (8) the social aspect is a bit difficult to describe, but important to support job satisfaction, (9) good communication between employees and management is one of many reasons for saying they like the job, and (10) benefits include health insurance, pension and others.
ACHIEVEMENT
He divided the factor affecting employee performance into two, motivation factor and hygiene factor. The motivation factor includes factors that contribute to job satisfaction, performance, recognition, the work itself, responsibility and advancement. In the hygiene factor, factors involved in creating job satisfaction are job status, interpersonal relationship, company policy, administration, supervisor, job security, working conditions and salary (Bangun, 2012; Ebert & Griffin, 2011).
According to Blum (Sutrisno, 2014; Fields & Blum, 1997), the factors that influence job satisfaction are the following; (1) individual factor includes age, health, characteristics and expectations, (2) social factor includes relationship with others, relationship with family, job attitude and political freedom, and (3) major factor at work includes pay, supervision, nature of work, work environment and advancement. In addition, it also includes a social network in the organization, a sense of problem solving, a fair attitude towards the employee and work. In this research, the dimensions used for job satisfaction are achievement, recognition, work itself, responsibility, and advancement as stated in the motivational factors in Herzberg's two-factor theory.
RECOGNITION
WORK ITSELF
RESPONSIBILITY
ADVANCEMENT
PREVIOUS STUDIES
JVC Descon's employee empowerment organizational practice has produced significant positive results among mid-level managers.
DIFFERENCES IN STUDIES
Empowerment of the employees (mainly among service organizations with a low technological level) is a motivation for. Transformational Leadership, Men (2010) used to articulate a vision, provide an appropriate model, promote acceptance of group goals, high performance expectations, individualized support and intellectual stimulation. 2014) used idealized influence, inspirational motivation, intellectual stimulation and individual consideration. To measure psychological empowerment, most of the previous research used Spreitzer's psychological empowerment indicator which is.
Job satisfaction was also measured with different types of indicators such as overall job satisfaction (Long et.al. This research not only tries to note the gaps between the 3 selected variables, but also to seek the relational influence between these variables and indicators, as shown in the following research model.
RESEARCH METHOD This research uses
POPULATION & SAMPLE
Slovin’s Sample Size
Proportionate Sampling Calculations
- RESEARCH DESIGN
- DATA ANALYSIS
- DATA ANALYSIS 1. COMPANY PROFILE
- RESPONDENT’S CHARACTERISTICS
- PRE-TEST
- POST-TEST
- DESCRIPTIVE ANALYSIS
- CONCLUSIONS
- RECOMMENDATION
For OPCO Indonesia, this relatively weak relationship between psychological empowerment and job satisfaction indicates that although empowerment is an important concept for developing employees. From the path analysis above, it can be seen that Competence has a relatively low explanatory power compared to Psychological Empowerment. It can be assumed that employees in OPCO Indonesia may have seen that new responsibilities, such as a mandate and expanded authority to get work done, may not really affect their overall job satisfaction level.
According to the results of the hypothesis testing, it can be concluded that transformational leadership has a very significant strong influence on psychological empowerment. Based on the results of hypothesis testing, it can be concluded that psychological empowerment has a significant weak influence on job satisfaction. Following previous studies, Saeed, Chaudhry, Ahmad & Ata (2013) found a positive relationship between psychological empowerment and job satisfaction.
Abraiz, Tabassum & Jawad (2012) also found that employee empowerment positively influences the level of employee job satisfaction. Similarly, this study suggests that OPCO Indonesia has a positive impact on job satisfaction through increasing trust, autonomy and authority to appropriately influence the level of job satisfaction of employees. It can be said that Transformational Leadership is an important factor in shaping the practice of Psychological Empowerment.
This means that employees in OPCO Indonesia may not have seen such responsibility and empowerment to increase their job satisfaction. Referring to the results on indicators of job satisfaction, it is also clear that Advancement, with 76%, has the highest explanatory power in relation to the level of job satisfaction. These results show that the level of employee job satisfaction can be successfully improved with a greater likelihood of job advancement in the future.
For further research, this study can only provide a basic foundation of the relationships between transformational leadership style, psychological empowerment, and job satisfaction. Measuring the Impact of Empowerment on Job Satisfaction among Middle Level Managers of JVC Descon Lahore.
