Volume 2, No.

2 February 2023 - (107-117)

p-ISSN 2980-4868 | e-ISSN 2980-4841
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THE EFFECT OF LEADERSHIP HUMAN RESOURCES CAPABILITIES AND JOB SATISFACTION ON

EMPLOYEE PERFORMANCE

Acih*, A Harits Nu'man, H Dadang Kusnadi

Faculty of Economics and Business, Management Study Program, Universitas Islam Bandung

Emails: acih685@gmail.com, haritsnuman.djaohari@gmail.com, dadangkusnadi@ymail.com

ABSTRACT:
Employee performance in an effective and efficient organization can be influenced by Human
Resources, who have good capabilities and leadership styles that follow the organization's
character. Job satisfaction is closely related to employee performance attitudes. This study aims
to determine the effect of leadership human resource capabilities and job satisfaction on
employee performance. This type of research is quantitative research with a cross-sectional
design. The survey was conducted on respondents using a quasi-questionnaire. Data analysis
using the SEM (Structural Equating modeling) method using SmartPLS, the use of PLS is chosen
in addition to being able to confirm the theory, it can also describe whether or not there is a
relationship between latent variables and appropriate for a small sample, respondents who were
sampled were 37 people, from the results Descriptive data processing respondents' perceptions
about human resource capabilities, leadership, job satisfaction and employee performance are
in the good category and from the results of hypothesis testing, it is found that there is a positive
and significant influence between human resource capabilities on employee performance with a
t statistic value of 2.704, and there is an influence There is a positive and significant relationship
between the capabilities of human resources on job satisfaction with a t-statistic value of 3.121,
there is a positive and significant influence between leadership on job satisfaction with a t-
statistic value of 2.606, there is a positive and significant influence between the variables of
leadership. Leadership and employee performance with a t-statistic value of 2.101, there is a
positive and significant influence between the variables of job satisfaction and employee
performance with a t-statistic value of 2.276. From the results of data processing, it can be
concluded that the better the capabilities of human resources, leadership and job satisfaction,
the better the performance of employees in an organization

Keywords: human resource capability, leadership, job satisfaction, employee performance

20
Article History
Received: 10 January 2023
Revised: 10 February 2023
Accepted: 22 February 2023
DOI:xxx

INTRODUCTION human resources, human resource

An organization will achieve superior management by specialists, and the
performance and gain a competitive integration of human resource management
advantage if it can obtain difficult resources in business strategy. The Resource-Based
for competitors to imitate. Human resources View (RBV) identifies the dimensions of
are used as a source of competitive Human Resource Capability (HRC) as
advantage. Therefore, human resources innovative resources, skilled resources,
must be related to organizational needs. competent employee training, and human
Qualified personnel enable it to respond resource commitment. It also defines a
better to market needs in terms of service skilled workforce as HRC while including
and product quality produced, innovation managerial skills such as development self
differentiation and technology products (Nu'man, 2017b).
(Nu'man, 2017b). Human resources are the Human resource management is the
central figure in an organization, and a good art and science of managing the
organization is an organization that seeks to relationships and roles of the workforce so
maximize the capabilities of its human that they are effective and efficient in
resources because it is the main factor in encouraging the fulfilment of community,
maximizing employee performance. employee and company goals. According to
Continuous organizational (Hasibuan, 2011), to control and manage
performance is very important because it various subsystem functions within the
will determine whether the targets organization so that they remain consistent
previously set by the organization can be with organizational goals, leaders are
achieved or vice versa. In measuring needed because leaders are the most
performance in organizational culture to important part of optimizing the
ensure organizational efficiency and performance of their workers (Bass & Avolio,
sustainable development and dealing with 1994).
changes, it is very important to optimize the Leader behaviour has a significant
employees' performance (Nu'man, 2017). influence on employee performance,
Human resources are resources owned behaviour and attitudes. Leader
by the company. The four requirements in effectiveness is influenced by the
human resources are human capability and characteristics of subordinates and is related
commitment, the strategic importance of to the communication process between

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108 Volume 2, No.2 February, 2023
Acih*, A Harits Nu'man, H Dadang Kusnadi

subordinates and their leaders. The leader's required to be able to solve the problems
failure is caused by the leader's inability to they encounter first, employment problems
satisfy and move employees in a particular both in terms of network availability,
environment and job. (Lodge & Derek, government policies, and community
1993)explained that the task of a leader is to perceptions regarding the quality of
encourage his subordinates to have Puskesmas services (Fatimah, 2019).
competence and opportunities to develop in Administratively, the Sukaraya Health
facing every opportunity and challenge in Center is located in the Karang Bahagia
their work, (Gibson et al., 1995) explained District area and is an expansion area of the
that the task of HR management revolves Karang Bahagia Health Center in 2015. The
around efforts to process the human Sukaraya working area consists of 3 villages:
element with its potential so that sufficient Sukaraya Village, Karang Raahayu Village and
and satisfied human resources can be Karang Setia Village. It fosters 50 Posyandu,
obtained for the organization. According to 9 Hamlets, 20 RWs and 94 RTs with a
(Lodge & Derek, 1993) (and Waridin, 2004), population of 71,230 people in 2021, with
Work has goals, one of which is to get job lots of housing in the working area of the
satisfaction. In this case, job satisfaction is Sukaraya Health Center, the population will
closely related to employee attitudes continue to increase every year, a large
towards various factors in their work, population and heterogeneous character of
including leadership, social influence at the community, the readiness of the health
work, work situations, and other factors. centre is needed to provide quality services
Several factors influence employee starting with readiness and capability of
performance, namely organizational human resources in providing services and
strategy (economic conditions, company leadership policies that are directed to be
culture, long-term and short-term goal effective and efficient in directing their
values) and individual attributes, including team.
skills and capabilities. Based on the performance assessment
Health Service Facility is a place used results, the Sukaraya Health Center was in a
to carry out health service efforts, whether good category. However, the management
curative, preventive, promotive or achievements the Puskesmas and the
rehabilitative, by the local government and achievements of the Puskesmas program
the central government. The Community remained the same. Performance
Health Center from now on referred to as achievement results and success of a health
the Puskesmas is a health service facility that service program in a puskesmas are highly
carries out public health efforts as well as dependent on the performance of the
first-level individual health efforts, with employees of each puskesmas. The
more emphasis on preventive and performance of the puskesmas is assessed
promotive efforts in the region (Hargiani et once a year with PKP (Puskesmas
al., 2022). performance assessment).
Puskesmas is the health administration There are several definitions of
unit in the sub-district area. Puskesmas have management put forward by experts that
the most important role in maintaining are widely used in the literature, including:
public health in their working area. In order Management is the process of
to fulfil these objectives, puskesmas are planning, organizing, leading and controlling
the work of members of the organization by problems and the framework of thought, the
using all organizational resources to achieve hypotheses are formulated as follows:
organizational goals that have been set H1: There is an influence of human resource
(Raymond, 2014). capabilities on employee performance
According to (Hasibuan, 2011), Human H2: There is an influence of human resource
resource management is the science and art capabilities on job satisfaction
of managing the relationships and roles of H3: There is an influence of leadership on job
the workforce so that they effectively and satisfaction
efficiently help achieve company, employee H4: There is an influence of leadership on
and community goals. (Sudarmanto, 2009) employee performance
explains that Competence or Capability of H5: There is an influence of job satisfaction
Human Resources is the basic characteristic on employee performance
of a person's behaviour related to superior
situations or performance at work or
effective reference criteria and is influenced RESEARCH METHODS
by knowledge, skills, attitudes, values and The type of research used is
attitudes, motives, character (Traits), self- quantitative research with a survey
concept (Self-Concept). approach, which takes samples from the
Leadership is the ability to influence a population using quasi-energy as a means of
group the fulfilment of predetermined goals data collection. The population is all
(Robbins & Judge, 2011). Job satisfaction is a employees of the Sukaraya Health Center,
pleasant or positive emotional condition and the sample is all employees of the
obtained from work results or individual Sukaraya Health Center, which is limited by
experiences, or the attitudes and feelings of exclusion criteria. Those who have worked
employees at work (Michael, 2009). (Dessler, for more than one year and are not the head
2000) states that performance can be of the Sukaraya Health Center, totalling 37
defined as work performance, namely the people. By using a questionnaire and from
comparison between work results based on each variable using questions that can be
facts and predetermined work standards measured directly with smart PLS
Paradigma Penelitian di gambarkan seperti pada gambar 1 berikut:

Kapabilitas
Sumber daya
Manusia (X1)
( X3)
(Spencer and Spencer 2009)
H1
H2

Kepuasan Kerja Kinerja Pgawai

( X3) ( Y)
H5

H3 (Parvin 2011) ( Dessler,2013)

H4

Kepemimpinan
(Kartono
( X2) 2008) ( Kartono 2008)

Gambar 2.1 Paradigma Pemikiran

Figure 2. The Construction Variable Model

Based on the identification of the of the Measurement System

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110 Volume 2, No.2 February, 2023
Acih*, A Harits Nu'man, H Dadang Kusnadi

The data that has been collected is Results of Descriptive Analysis of

then tested and analyzed using the PLS Human Resources Capability Variable (X1)
method using SmartPLS version 3. PLS is an variable X1 is 2286 with an average of 4.12.
SEM (Structural Equation Modeling) solution This average value is in the range of 3.40 –
method that is better than other SEM 4.20. Therefore, from the results of the
techniques. continuum line above, it can be concluded
Research Instruments that the respondent's perception of X1 is in
The Q Square value is predictive of a good category.
relevance for the constructive model. In this Results of Descriptive Analysis of the
case, Q Square is used to test how well the Leadership Variable (X2) The total score for
model produces observed values and the X2 variable is 1803, with an average of
parameter estimates. A Q-square value of 0 4.06. This average value is in the range of
indicates the model has predictive 3.40 – 4.20. Therefore, from the results of
relevance; conversely, a Q-Square value ≤ 0 the continuum line above, it can be
indicates the model has less predictive concluded that the respondent's perception
relevance. of X2 is in a good category.
The goodness of the Fit Criteria Test Results of Descriptive Analysis of the
(GoF). The Goodness of Fit Criteria Test (GoF) Job Satisfaction variable (X3) The total score
is used to evaluate structural and for the X3 variable is 1657, with an average
measurement models and provides a simple of 4.07. This average value is in the range of
measure for the overall prediction of the 3.40 – 4.20. Therefore, from the results of
model (Abadi et al., 2020). The formula used the continuum line above, it can be
to test this criterion is: concluded that the respondent's perception
GoF = √𝑹𝟐 𝒙 𝑨𝑽𝑬 of X3 is in a good category.
Information: Results of Descriptive Analysis of
R 2 = R-Square average value. Employee Performance Variable (Y) The total
AVE = Average Variance Extracted (AVE) score for variable Y is 1757, with an average
Value. of 3.96. This average value is in the range of
Recommended communality value = 0.50 3.40 – 4.20. Therefore, from the results of
Fornel and Larcker 1981 in Ghozali 2015 and the continuum line above, it can be
R-Square Small = 0.2, Medium = 0.13, and concluded that the respondent's perception
Large = 0.26 of Y is in a good category.
Test Results of Partial Least Square
RESULTS AND DISCUSSION Structural Model)
After the data was collected using a
questionnaire, the data was processed using
smart PLS to obtain data from 37 people.
Most respondents were female, namely 28
people (75.7%), and the most respondents
with the last S1/D4 education, namely 20
people (54,1%). Most respondents aged
between 31 to 40 years, namely as many as
13 people (35.1%).
 Figure 3. Full Structural Model (PLS Policy determination level
0.870 Valid
(X2.1.2)
Algorithm) Employee motivating
Through this figure, it can be seen that 0.883 Valid
ability (X2.2.1)
the yellow box shows each indicator, and the Level of support for
0.800 Valid
subordinates (X2.2.2)
blue circle shows latent variables.
Level of ability to
Furthermore, there are numbers on each communicate across 0.803 Valid
arrow that show the validity value of each sectors (X2.3.1)
indicator and test the reliability of the Level of communication
ability to direct 0.902 Valid
construct variables studied. An indicator is subordinates (X2.3.2)
valid if it has a factor weight value greater Level of ability to control
than 0.50. subordinates in carrying 0811 Valid
out their duties (X2.4.1)
The level of compliance of
Table 1. Convergent validity test subordinates with 0.807 Valid
loading Conclusi superior policies (X2.4.2)
Indicator
factor (> 0.7) on Level of responsibility for
0.883 Valid
Health Science level the policies taken (X2.5.1)
related to disease or 0.756 Valid The level of responsibility
treatment (X1.1.1) for the quality of services
0.938 Valid
Level of Service Method provided by subordinates
0.819 Valid
with competence (X1.1.2) (X2.5.2)
Level of implementation of The level of emotional
existing service flows at 0.873 Valid control over subordinates' 0.802 Valid
the Puskesmas (X1.1.3) mistakes (X2.6.1)
Effective Level of The level of emotional
0.851 Valid
Communication. (X1.1.4) control in solving
0.734 Valid
Information level related problems that occur
to the most updated issues 0821 Valid (X2.6.2)
(X1.1.5) Level Comfortable and
Skill level in providing safe working conditions 0.833 Valid
0.756 Valid (X3.1.1)
services (X1.2.1)
Skill level in doing Healthy working
0.716 Valid 0.758 Valid
administration (X1.2.2) environment (X3.1.2)
Communication skill level Level of understanding
0.793 Valid 0.774 Valid
(X1.2.3) work planning (X3.1.3)
Teamwork skill level Officer Satisfaction Level
0.787 Valid with the incentive system 0.773 Valid
(X1.2.4)
Educational Skill Level (X3.2.1)
0.789 Valid Employee satisfaction
(X1.2.5)
Level of attention to level Getting a promotion
0.782 Valid 0.923 Valid
patient interests (X1.3.1) according to his abilities
Level of self-development (X3.2..2)
and attending training as 0.830 Valid Level of Justice according
0.902 Valid
needed (X1.3.2) to ability (X3.3.1)
Reliability level (X1.3.3) 0.831 Valid Level of Justice in the
Level of compliance with system of reward and 0.934 Valid
applicable regulations 0.813 Valid punishment (X3.3.2)
(X1.3.4) Level of Equalization in
0913 Valid
Level of task workload (X3.3.3)
implementation according The same level of
0.735 Valid enforcement for all 0.888 Valid
to main tasks and
functions (X1.3.5) employees. (X3.3.4)
Level of decision-making Good level of relationship
0.878 Valid 0.705 Valid
ability (X2.1.1) with immediate

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112 Volume 2, No.2 February, 2023
Acih*, A Harits Nu'man, H Dadang Kusnadi

supervisor. (X3.4.1) that is greater than the specified value of 0.5.

Respect all decisions of
superiors (X3.4.2)
0.757 Valid So that all variables are declared valid in
Service level according to explaining the latent variables, which
0.881 Valid
SOP (Y1.1) indicates that the use of these manifest
Job priority level (XY.1.) 0.754 Valid
variables fulfils the AVE requirements
Rate of late attendance at
0.767 Valid
work (Y2.1)
The level of the number of
0.812 Valid
Table 3. Composite Reliability (CR) and
patients served (Y2.2) Cronbach's Alpha Test Results
Level of activity planning in Cronbach's Composite
determining work 0.907 Valid Variable
Alpha Reliability
schedule (Y3.1)
(X1) 0.959 0.963
Activity planning (X2) 0.963 0967
completion rate in 1 0.794 Valid (X3) 0.956 0962
month (Y3.2) (Y) 0.950 0.956
Level of employee
initiative in making work 0.877 Valid
plans (Y4.1) From the test results above, it can be
Level of employee seen that the Composite Reliability value is
initiative in completing his 0.820 Valid
work (Y4.2) greater than 0.7 and the Cronbach Alpha
Level of employee value is greater than 0.6, so it can be
creativity in achieving 0.783 Valid concluded that the data is reliable, indicating
activity targets (Y.5.1)
Level of employee
that all indicators have consistency in
creativity in providing 0.739 Valid measuring each variable.
education (Y5.2)
Level of cooperation
between teams in 0.737 Valid
Table 4. Path Significance Test
Latent Original T P
completing work (Y.6.1) Hi Ket.
Variable Sample Statistics Values
Level of communication
with team members 0.750 Valid Be
H1 X1>Y 0.369 2,704 0.007 accepte
(Y.6.2)
d
Be
Table 1 above provides information H2 X1 > X3 0.532 3,121 0.002 accepte
about the loading factor values for each d
Be
manifest variable. The loading factor values H3 X2 > X3 0.419 2,606 0.009 accepte
of all indicators for latent variables d
show >0.7 so that all indicators are declared Be
H4 X2>Y 0.317 2011 0.045 accepte
valid and can measure variables precisely. d
Be
Table 2. AVE and Community H5 X3>Y 0.333 2,276 0.023 accepte
d
Variable Average Variance
Extracted (AVE)
Human Resources Capability
0.637 Table 4. The results of data processing
(X1)
are concluded
Leadership (X2) 0.713
Job Satisfaction (X3) 0.700 H1: There is a positive and significant
Employee Performance (Y) 0.646 influence between human resource
capability variables on employee
In the table above, it can be seen that performance with a t-value of 2,704. The
the four latent variables have an AVE value hypothesis is accepted
H2; There is a positive and significant positive and significant influence
influence between human resource between human resource capabilities on
capability variables on job satisfaction with a job satisfaction. This is in line with the
t-count value of 3,121. The hypothesis is results of (El-Abidi et al., 2019) that work
accepted capability is in the same direction or
H3: Leadership variables positively and directly proportional to job satisfaction.
significantly influence job satisfaction, with a The partial test (t-test) results show that
t-value of 2,606. The hypothesis is accepted work capability has a significance of 0.033
H4: Leadership positively and significantly <0.05. This means that work capability
influences employee performance, with a t- has a significant effect on job satisfaction,
value of 2,704. The hypothesis is accepted thus indicating that the better the work
H5: There is a positive and significant capabilities provided by Bank Syariah
influence between job satisfaction on Mandiri employees at the Kendal branch
employee performance with a t-value of office to the company, the more able to
2,704. The hypothesis is accepted maximize employee job satisfaction, thus
Discussion the hypothesis stating that work
1. The Relationship between Human capability has a significant positive effect
Resource Capability and Employee on job satisfaction can be accepted.
Performance. 3. The Relationship between Leadership and
From the results of data processing, Job Satisfaction
there is a positive and significant From the results of data processing,
influence between the human resource there is a positive and significant
capability variable on employee influence between leadership and job
performance. In an organization, it is satisfaction. The better the leader
required to have quality human resources manages his subordinates, the more the
accompanied by educational background job satisfaction of his employees will also
and knowledge that meet the standard increase. Leadership is how leaders can
requirements of human resources in the appropriately guide organizational and
organization. individual goals (Hani Handoko, 1995). In
It has a vital position, and the quality comparison, job satisfaction is the general
of the people in it determines the attitude of individuals to their work.
organization's success. Based on global Wexley and Yulk (1992) (and Waridin,
and social demands, human resources 2004) explained that the more aspects
must be capable of carrying out their that match the person's expectations, the
duties and responsibilities. In order to higher his job satisfaction. Based on the
form apparatus of human resources who definition of job satisfaction and
have these competencies, it is necessary to
leadership style above, if the leadership
optimize the quality of professionalism,
style implemented can appropriately
develop insight, a spirit of unity and unity,
loyalty, and dedication to the country's move organizational goals with various
struggle. and the nation (Suharto, 2012). aspects that a person wants for the job he
2. The Relationship between Human has, the higher the person's job
Resource Capability and Job Satisfaction. satisfaction. These results are similar to
The data processing results show a the research of Glisson and Durick (1998),
that leadership style is a predictor of
page Asian Journal of Engineering, Social and Health
114 Volume 2, No.2 February, 2023
Acih*, A Harits Nu'man, H Dadang Kusnadi

organizational commitment and job category.

satisfaction. 2. In the description of the leadership in the
4. Relationship between Leadership and Sukaraya Health Center, Bekasi district,
Employee Performance the respondents' perceptions were in a
The data processing results found a good category.
positive and significant influence 3. The respondent's perceived job
between leadership and employee satisfaction at the Sukaraya Health
performance. Leaders' capabilities in Center in Bekasi Regency is good.
empowering and mobilizing employees 4. Description of Employee Performance at
will affect their performance. Leader the Sukaraya Health Center, Bekasi
behaviour significantly affects employee Regency, the respondent's perception is
performance, behaviour, and in a good category.
attitudes(Lodge & Derek, 1993). The 5. Human Resource Capability has a
effectiveness of the leader is influenced positive and significant effect on
by the characteristics of the subordinates employee performance, and it can be
and is related to the communication concluded that the better the resource
process that occurs between the capability, the better the employee
subordinates and the leader performance will be.
5. Relationship between Job Satisfaction 6. Human Resource Capability has a
and Employee Performance positive and significant effect on Job
The data processing results show a Satisfaction. The better the human
positive and significant influence resource capability, the higher the job
between job satisfaction and employee satisfaction.
performance. Job satisfaction has a 7. Leadership has a positive and significant
significant relationship with performance. effect on job satisfaction. The better an
Employees who feel job satisfaction will organization's leadership, the better its
generally work harder and better than employees' job satisfaction.
employees who suffer stress and 8. Leadership has a positive and significant
dissatisfaction at work (Ostroff, 1992). effect on employee performance. The
Employee attitudes and satisfaction are better the leadership, the better the
the most important factors in employee performance.
determining work response and Job satisfaction has a positive and
behaviour. With this, an effective significant effect on employee performance,
organization can be fulfilled. so high job satisfaction will affect
performance improvement.
CONCLUSSION
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 Copyright holders:
Acih*, A Harits Nu'man, H Dadang Kusnadi (2023)

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