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The Practice of Work Culture, Suitability of Tasks, Leadership Style That has an Impact on Performance: The Role of Job Satisfaction as Mediating

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  • Muhammad Waliyul Azman Nur Ritonga

    (Master of management, Faculty of Economics andBusiness, Universitas Syiah Kuala, Banda Aceh, Indonesia +81260873003)

  • Mahdani Ibrahim

    (Associate Professor, Faculty of Economics and Business, Universitas Syiah Kuala, Banda Aceh, Indonesia)

  • Saiful Bahri

    (Lecturer, Faculty of Economics and Business, Universitas Syiah Kuala, Banda Aceh, Indonesia+81360029481)

Abstract

This study is designed to analyze the perceptions and executions of work culture, the suitability of tasks, and leadership style that would have an impact on performance by using job satisfaction as mediating these conditions. This research was conducted at the Regional Office of the Directorate General of State Wealth (DJKN) in the Aceh Province. Primary data is obtained by circulating questionnaires to 121 workers on the institutions mentioned above using the census method. The primary data from the results of our field analysis using "The Structural Equation Modeling (SEM)". From the results of the analysis, we found that work culture, job suitability, and leadership style had a positive impact on performance. In addition, the satisfaction they get in work can trigger movement in performance achievement. From these findings, we need to underline that their average perception is consistent with the practices carried out by participants. Key Words:Work Culture, Tasks Suitability, Leadership Style, Job Satisfaction Performance.

Suggested Citation

  • Muhammad Waliyul Azman Nur Ritonga & Mahdani Ibrahim & Saiful Bahri, 2019. "The Practice of Work Culture, Suitability of Tasks, Leadership Style That has an Impact on Performance: The Role of Job Satisfaction as Mediating," International Journal of Research in Business and Social Science (2147-4478), Center for the Strategic Studies in Business and Finance, vol. 8(4), pages 114-123, July.
  • Handle: RePEc:rbs:ijbrss:v:8:y:2019:i:4:p:114-123
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