Unit VI Art Crit Ldr Dev
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INTERNATIONAL JOURNAL OF RESEARCH IN BUSINESS AND SOCIAL SCIENCE 11(4)(2022) 95-105
* Corresponding author. ORCID ID: 0000-0002-7161-0055 © 2022 by the authors. Hosting by SSBFNET. Peer review under responsibility of Center for Strategic Studies in Business and Finance.
https://doi.org/10.20525/ijrbs.v11i4.1771
The effect of transformational leadership and organizational justice
toward employee performance mediated by job satisfaction: A study
of Blitar, Indonesia police
Nori Nur Amalina (a)* Armanu (b) Christin Susilowati (c) (a)Faculty of Economic and Business, University of Brawijaya, Blitar, 66182 East Java, Indonesia (b)Phd, Faculty of Economic and Business, University of Brawijaya, Bunga gardena 12, Malang, 65141 East Java, Indonesia (c)Lecturer, Faculty of Economic and Business, University of Brawijaya, Bendungan Sigura-gura, Malang, 65145 East Java, Indonesia
A R T I C L E I N F O
Article history:
Received 07 April 2022
Received in rev. form 19 May 2022
Accepted 22 May 2022
Keywords:
Transformational leadership,
Organizational justice, Job
satisfaction, Employee performance
JEL Classification:
O15
A B S T R A C T
The purpose of this study was to examine transformational leadership and organizational justice on
employee performance with the role of job satisfaction as a mediation. This research was conducted on the employee of police officers are part of Indonesian police officers, especially located in Blitar,
East Java, Indonesia with a total sample used in this study is 176 respondents. Questionnaires are used in this study for the data collection method, the data is analyzed using Structural Equation Model and
Partial Least Square. The results show; (1) There is a positive and significant influence between transformational leadership on employee performance, (2) There is a positive and significant influence
between transformational leadership on job satisfaction, and (3) There is a positive and significant influence between organizational justice on employee performance, (4) There is positive and
significant influence between organizational justice towards job satisfaction, (5) There is positive and significant influence between job satisfaction on employee performance, (6) There is positive and
significant influence between transformational leadership on employee performance through job satisfaction, (7) There is positive and no significant influence between organizational justice on
employee performance through job satisfaction.
© 2022 by the authors. Licensee SSBFNET, Istanbul, Turkey. This article is an open access article
distributed under the terms and conditions of the Creative Commons Attribution (CC BY) license (http://creativecommons.org/licenses/by/4.0/).
Introduction
Public organizations around the world encounter numerous obstacles and challenges to be more responsive to citizen’s needs (Al
Zefeity & Noor, 2017). Employment in the public sector is usually classified as labor-intensive since performance in the public sector
is for the delivery of services (Knies et al., 2017). Police officers have vowed to protect the general public, arrest criminals, maintain
order and enforce the law (Meena et al., 2019). In recent times, the public has expressed dissatisfaction with the behavior and the
performance of the resulting police officer revealed that the public expects public services to be more effective and transparent. In
carrying out their duties, the behavior of police members can have a great impact on service quality, the reputation of the organization,
and the success of an organization (Raveendran and Gamage, 2019).
The power and role of a leader are extremely important, especially in hierarchical organizations (Puspitasari, Adhikara and Logahan,
2019). Today, police leadership is found to favor transformational leadership, moving away from traditional notions of authoritarian,
task-focused leaders (Bart-Farkas & Vera, 2016). The highly situational nature of police leadership, according to Sarver and Miller
(2014), is the main reason transformational leadership becomes the most effective leadership style. Transformational leadership
styles, as opposed to transactional styles, are better able to motivate subordinates to take actions that go beyond the scope of their
responsibilities (Rodrigues and Ferreira, 2015).
Research in Business & Social Science
IJRBS VOL 11 NO 4 (2022) ISSN: 2147-4478
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Amalina et al., International Journal of Research in Business & Social Science 11(4) (2022), 95-105
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It is important to investigate factors that can improve employee performance in this study. Nguyen et al., (2019) revealed that
transformational leadership encourages employees to increase their readiness, concentration, and performance. People's effectiveness
in any job is largely dependent on their superiors' leadership qualities and the leader's behavior in facilitating the fulfillment of
followers' expectations and desires, which will ultimately result in improved performance (Raveendran and Gamage, 2019).
One of the most important major internal factors influencing performance is organizational justice (Kalay and Turkey, 2016). Fairness
must be ensured in all organizational procedures, because employees' sense of justice will motivate them to work tirelessly for the
organization's benefit (Imamoglu, Ince, Turkcan and Atakay, 2019). Many things can affect employee performance and there are
only a few studies about police officers concerning the impacts of transformational leadership and organizational justice on employee
performance. The previously found research gap is the inconsistencies in the transformational leadership on employee performance
as stated by (Ramakrishnan & Lasi, 2020; Gwang-rae, Mi-kyung, & Hong-jae, 2016) which said that the transformational leadership
had a significant positive impact. Meanwhile, (Prabowo, Noermijati, & Irawanto, 2018; Lim, 2016; Khalifa Elgelal & Noermijati,
2014) conclude that transformational leadership does not have a significant impact on employee performance.
Furthermore, there is a difference in research between organizational justice has a positive and significant impact on employee
performance by Sembiring et al., (2020); Iqbal et al., (2017); Krishnan, Loon, Ahmad and Yunus (2018); Kalay and Turkey (2016);
Ali (2016). Meanwhile, Pakpahan et al., (2020) and Nurak et al., (2017) states that organizational justice has no significant effect on
employee performance. In contrast to job satisfaction on employee performance, previous research conducted by Soomro & Shah
(2019) research found that job satisfaction has an important role to play in employee performance. These findings support the results
of research conducted by Wirastuti et al., (2020) and Chong & Kee (2019) assert that job satisfaction has significant positive effect
on the performance of police officers. This results have a significant positive effects becomes the basis for this research.According
to De Waal, Mroueh and Schiavo (2017) the outcome of work organizational goals is performance, so that efficiency and effectiveness
for the achievement of organizational goals can be affected by improvements in employee performance. Latorre et al., (2016) the
performance of an employee are to carry out the tasks that have been given by the organization. In Polres Blitar, Indonesia was found
that based on the evaluation of the performance of police members there is still the behavior of police members who have not fully
provided services in accordance with the standards, there are quarrels within the Police that cause disruption of employee
performance, and the results of the Performance Management System (SMK) index of member performance there is an increase from
the previous year but the results of this achievement are considered not optimal and have not met the desired target.
This study aims to examine transformational leadership and organizational justice on employee performance with the role of job
satisfaction as a mediation. This research was conducted on the employee of police officers that are part of Indonesian police officers,
specially located in Blitar, East Java, Indonesia with a total sample used in this study is 176 respondents.
Literature Review
Empirical Review and Hypothesis Development
Transformational Leadership and Employee Performance
Bass and Avolio (1994) define transformational leadership as leader that helps increase employee attention and strengthen the level
of perception and acceptance of employee to the vision and goals of the group. Leader with transformational leadership styles are
people who are capable of setting clear and specific goals for their employees, motivate employees, and motivate employee vision,
resulting in new breakthroughs (Nguyen et al., 2019). Transformational leadership improves police performance, according to
Gwang-rae, Mi-kyung, & Hong-jae (2016). Ramakrishnan & Lasi (2020) discovered that transformational leadership has a positive
and significant influence on employee performance.
H1: Transformational leadership has a positive and significant influence on employee performance.
Transformational Leadership and Job satisfaction
According to Decker (2018), transformational leaders have more satisfied members than non-transformational leaders in New Jersey
police officers. Leaders must present and represent innovative ideas to increase efforts to achieve organizational goals and increase
followers and member support. Job satisfaction is a pleasant emotional state as a result of a person’s perception of his work, whether
work can meet and facilitate the fulfillment of the value of work that is important to that person (Simanjuntak et al.,
2018).Transformational leadership has a positive and significant influence on job satisfaction, according to research conducted by
Saleem (2015); Masal (2015).
H2: Transformational leadership has a positive and significant influence on job satisfaction.
Organizational Justice and Employee Performance
Organizational justice is fair treatment within the organization (Ali, 2016). Organizational justice is actually how employees feel
justice and their reactions to outcomes while working in their organization (Iqbal et al., 2017). Employee performance can be defined
as a measure of how well or badly an employee has completed a given task (Berberoglu & Secim, 2015). Organizational justice has
a positive and significant effect on employee performance, according to Sembiring et al., (2020). Employee performance is positively
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influenced by distributive justice, procedural justice, and interactional justice. Krishnan, Loon, Ahmad and Yunus (2018); Kalay and
Turkey (2016); Ali (2016) discovered that organizational justice has a positive and significant influence on employee performance.
H3: Organizational justice has a positive and significant influence on employee performance.
Organizational Justice and Job satisfaction
According to Wolfe et al., (2018), the fairness of direct superior organizations and sector leadership organizations has a positive and
significant effect on the satisfaction of agents experiencing uncertainty. Uncertainty in the public workplace, as well as negative
publicity, can both moderate the relationship between organizational justice and job satisfaction. According to Qureshi et al., (2016),
perceptions of distributive and procedural justice in promotion and evaluation have a significant positive influence on job satisfaction
and organizational commitment. Cheol-yeung (2020) asserts that the quality and attitude of supervision, as well as organizational
justice, have a positive and significant influence on job satisfaction.
H4: Organizational justice has a positive and significant influence on job satisfaction.
Job satisfaction and Employee Performance
According to Colquitt, LePine and Wesson (2017) job satisfaction is the level of satisfaction or pleasure obtained by employees as a
result of their assessment of the work they do or work experience they have experienced. According to Soomro and Shah (2019), job
satisfaction has a positive and significant effect on employee performance. Furthermore, Wirastuti et al., (2020) discovered that job
satisfaction has a positive and significant effect on police officer performance. The more satisfied police officers are with their jobs,
the better their performance. Chong & Kee (2019) found that job satisfaction had a positive and negative impact.
H5: Job satisfaction has a positive and significant influence on employee performance.
Transformational Leadership, Employee Performance and Job satisfaction
Job satisfaction as a moderator in the relationship between transformational leadership and employee performance. Previous research
has shown that transformational leadership and job satisfaction have a positive relationship. Job satisfaction is one of the factors that
can improve police officers' performance (Wirastuti et al., 2020). Job satisfaction is a common problem that occurs frequently in the
Polri organization and is experienced by every official in every work department, work unit, or division in the Polri institution
(Sembiring et al., 2020). According to Kovjanic, Schuh and Jonas (2013) and Prabowo et al., (2018), job satisfaction plays a role in
mediating the impact of transformational leadership on employee performance.
H6: Job satisfaction mediates the impact of transformational leadership on employee performance.
Organizational Justice, Employee Performance and Job satisfaction
Several previous studies investigated the impact of organizational justice on job satisfaction Cheol-yeung (2020); Wolfe et al., (2018);
Qureshi et al., (2016); Hao, Hao and Wang (2016) and Akram et al., (2016). Furthermore, Wirastuti et al., (2020) and Soomro and
Shah (2019) discovered that job satisfaction has a positive effect on employee performance. Thus, job satisfaction variables can meet
the criteria for testing the indirect relationship between organizational justice and performance. According to Efanga et al., (2015)
discovered that improved organizational justice leads to higher job satisfaction in performance evaluations. This is supported by
research by Suharyoko (2016), which found that job satisfaction plays a role in mediating the influence of organizational fairness on
employee performance.
H7: Job satisfaction mediates the impact of organizational justice on employee performance
Figure 1 delineates the research model
Figure 1: Research model
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Research and Methodology
Research on the relationship of transformational leadership, organizational justice, job satisfaction, and employee performance was
conducted at Polres Blitar, East Java, Indonesia. Respondent used in this study amounted to 176 who works as a police officer in
Blitar. This research used a questionnaire for data collection technique that was held in October 2021. This research uses statistical
analysis SEM (Structural Equation Model) and PLS (Partial Least Square) utilizing software application SmartPLS 3.0.
Measurements
The measurement indicator of the variables was adopted from previous studies. Transformational leadership was assessed using 4
indicators include idealized influence, individual consideration, inspiration motivation, and intellectual stimulation from Yukl,
(2010); Decker, 2018; Raveendran & Gamage, 2019). Organizational justice was assessed using 3 indicators include distributive
justice, procedural justice, and interactional justice from Cropanzano et al., (2007) and Krishnan, Loon, Ahmad and Yunus (2018).
Job satisfaction was assessed using 5 indicators develop by Robbins (2006:36) and Putri et al., (2021) include mentally challenging
work, equitable rewards, supportive working condition, supportive colleagues, and the personality-job-fit. Employee performance
was assessed using 5 indicators include service orientation, communication, initiative, discipline, and cooperation derived from
(Sembiring et al., 2020).
Result and Discussions
Descriptive Analysis
This study included 176 police officers from Blitar Police Station in East Java, Indonesia. Respondents are classified based on their
gender, age, marital status, years of service, and education. Table 1 shows the demographic distribution.
Table 1: Demographic Distribution
Characteristic Frequency Percentage (%)
Gender
Male 161 91,48%
Female 15 8,52%
Total 176 100%
Age
< 20 years old 0 0%
21-30 years old 41 23,30%
31-40 years old 96 54,55%
41-50 years old 28 15,91%
> 51 years old 11 6,25%
Total 176 100%
Marriage status
Married 160 90,91%
Unmarried 16 9,09%
Total 176 100%
Years of Service
< 3 years 0 0%
3-10 years 41 23,30%
11-17 years 99 56,25%
18-25 years 29 16,48%
> 25 years 7 3,98%
Total 176 100%
Education
SMA/SMK 99 56,25%
D3 0 0%
D4 0 0%
Bachelor (S1) 74 42,05%
Magister (S2) 3 1,70%
Total 176 100%
Outer Model Testing
The measurement model will be tested to show the results of the validity and reliability tests.
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Figure 2: Results of the Initial Model Constructive Validity Analysis
Figure 3: Results of Convergent Validity After Repair
Table 2: Indicator Test Outer Loading
No Vaiable Relationship - Indicator Test Result
Loading Factor P-value Information
1 X1.1 <- Transformasional Leadership 0.779 0.000 Valid
2 X1.2 <- Transformasional Leadership 0.749 0.000 Valid
3 X1.3 <- Transformasional Leadership 0.798 0.000 Valid
4 X1.4 <- Transformasional Leadership 0.855 0.000 Valid
5 X1.5 <- Transformasional Leadership 0.792 0.000 Valid
6 X1.6 <- Transformasional Leadership 0.799 0.000 Valid
7 X1.7 <- Transformasional Leadership 0.770 0.000 Valid
8 X1.8 <- Transformasional Leadership 0.874 0.000 Valid
9 X1.9 <- Transformasional Leadership 0.861 0.000 Valid
10 X1.10 <- Transformasional Leadership 0.857 0.000 Valid
11 X1.11 <- Transformasional Leadership 0.843 0.000 Valid
12 X1.12 <- Transformasional Leadership 0.871 0.000 Valid
13 X2.1 <- Organizational Justice 0.846 0.000 Valid
14 X2.2 <- Organizational Justice 0.744 0.000 Valid
15 X2.3 <- Organizational Justice 0.807 0.000 Valid
16 X2.4 <- Organizational Justice 0.855 0.000 Valid
17 X2.5 <- Organizational Justice 0.860 0.000 Valid
18 X2.6 <- Organizational Justice 0.814 0.000 Valid
19 X2.7 <- Organizational Justice 0.856 0.000 Valid
20 X2.8 <- Organizational Justice 0.881 0.000 Valid
21 X2.9 <- Organizational Justice 0.845 0.000 Valid
22 X2.10 <- Organizational Justice 0.820 0.000 Valid
23 X2.11 <- Organizational Justice 0.822 0.000 Valid
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Table Cont’d
24 Z.1 <- Job Satisfaction 0.722 0.000 Valid
25 Z.7 <- Job Satisfaction 0.814 0.000 Valid
26 Z.8 <- Job Satisfaction 0.795 0.000 Valid
27 Z.10 <- Job Satisfaction 0.834 0.000 Valid
28 Z.11 <- Job Satisfaction 0.817 0.000 Valid
29 Z.12 <- Job Satisfaction 0,710 0.000 Valid
30 Z.13 <- Job Satisfaction 0.819 0.000 Valid
31 Y.1 <- Employee Performance 0.834 0.000 Valid
32 Y.2 <- Employee Performance 0.856 0.000 Valid
33 Y.3 <- Employee Performance 0.867 0.000 Valid
34 Y.4 <- Employee Performance 0.849 0.000 Valid
35 Y.5 <- Employee Performance 0.739 0.000 Valid
36 Y.6 <- Employee Performance 0.793 0.000 Valid
37 Y.7 <- Employee Performance 0.841 0.000 Valid
38 Y.8 <- Employee Performance 0.787 0.000 Valid
39 Y.9 <- Employee Performance 0.781 0.000 Valid
40 Y.10 <- Employee Performance 0.837 0.000 Valid
41 Y.11 <- Employee Performance 0.852 0.000 Valid
Construct Reliability Test
It can be seen in this study that to test the reliability of variables using AVE with a value of more than 0.5 where a minimum value
of 0.50 AVE indicates a good measure of convergent validity, Cronbach's alpha is the same as Composite reliability where the value
limit of 0.7 and above is acceptable (Ghozali, 2014).
Table 3: AVE, Composite Reliability, and Cronbach’s Alpha
Variable AVE Composite Reliability Cronbach’s Alpha
Transformational leadership 0,675 0,961 0,956
Organizational justice 0,693 0,961 0,956
Job satisfaction 0,676 0,958 0,952
Employee performance 0,622 0,920 0,898
According to the table, all variables have an AVE greater than 0.50, as well as Cronbach's alpha and Composite reliability greater
than 0.7. As a result, it can be concluded that all constructs are reliable.
Structural Model Analysis (Inner Model)
Determination Coefficient (R2)
Table 4: R-Squre Test Results
Independent Variable Dependent R2
Transformational Leadership
Organizational justice
Job Satisfaction 0.621
Job Satisfaction Employee Performance 0.666
The model provides an R-square value of 0.621 on the Job Satisfaction variable, meaning that the ability of the model on the
Transformational Leadership and Organizational Justice variables in explaining the Job Satisfaction variable is 62.1% and the
remaining 37.9% is explained by other variables. Meanwhile, the R-square value of 0.666 for the Employee Performance variable,
meaning that the ability of the model on the Transformational Leadership variable, Organizational Justice variable and Job
Satisfaction variable in explaining the Employee Performance variable is 66.6% and the remaining 34.4% is explained by other
variables.
Q Predictive Relevance
If the value of Q2 > 0 indicates the model has predictive relevance, while Q2 < 0 indicates the model does not have or lacks predictive
relevance (Ghozali, 2014). Based on the above results, the Q2 value can be calculated as follows:
Q2 = 1 - (0,379) x (0,334)
Q2 = 1 – 0,126
Q2 = 0,874
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In this research the Q2 calculation score of 0,873 shows that the total effect of the variable Transformational Leadership and
Organizational Justice towards Employee Performance through Job Satisfaction is 87.4%. While The remaining 12.4% is explained
by other variables. The value of Q2 > 0 indicates that the model has predictive relevance.
Hypothesis Testing
Direct Effect
Table 5: Result of Direct Effect Testing
Coefficient (β) T Statistic P Values Information
Transformational leadership -> Employee
Performance
0.223 2.018 0.044 H1 Accepted
Transformational leadership -> Job Satisfaction 0.532 5.121 0.000 H2 Accepted
Organizational justice -> Employee Performance 0.243 2.242 0.025 H3 Accepted
Organizational justice -> Job Satisfaction 0.286 2.667 0.008 H4 Accepted
Job Satisfaction -> Employee Performance 0.417 3.630 0.000 H5 Accepted
Indirect Effect
Table 6: Result of Indirect Effect Testing
Coefficient (β) T Statistic P Values Information
Transformational leadership -> Job Satisfaction ->
Employee Performance
0.222 3.040 0.002 H6 Accepted
Organizational justice -> Job Satisfaction ->
Employee Performance
0.119 1.857 0.064 H7 Rejected
Discussion
The effect of Transformational leadership on employee performance
The finding in this research, transformational leadership has a positive and significant impact on employee performance. This means
transformational leadership can directly increase employee performance. The results support the research performed by (Nguyen et
al., 2019; Ramakrishnan & Lasi, 2020; Mohd and Arshad, 2019) that transformational leadership is a major role that plays a
significant in growing and improving employee performance among police members. Describing transformational leadership will
increase employees to encourage high performance if the leader has good influence and consideration. The success of an agency,
both as a whole and as a variety of groups, depends heavily on the transformational leadership effectiveness contained in the
institution concerned.
In this research, the results are following the research (Mohd & Arshad, 2019) which states that transformational leadership has a
significant influence on employee performance. The findings of this study are also consistent with the findings of Gwang-rae, Mi-
kyung, & Hong-jae, 2016) who discovered that transformational leadership has a positive effect on police performance.
The effect of Transformational leadership on job satisfaction
The finding in this research, transformational leadership has a significant impact on job satisfaction. This means transformational
leadership can directly increase job satisfaction. Where transformational leaders motivate members and foster confidence and believe
that the organization vision will be achieved, to create a good atmosphere in the organizational environment that will provide
satisfaction to employees.
The results are consistence with the research by (Saleem, 2015) and (Long, Yusof, Kowang and Heng, 2014) who discovered that
in job satisfaction transformational leadership plays an important role. Ideal influence and inspirational motivation produce a high
variance for the transformational leadership dimension in enhancing efforts to achieve organizational goals and increase followers
and member support. In addition, Masal (2015) also revealed, transformational leadership has a significant and positive influence
toward the job satisfaction of police officers.
The effect of Organizational justice on employee performance
The finding in this research, organizational justice has a significant impact on job satisfaction. This means organizational justice can
directly increase job satisfaction. This shows that good organizational justice has the ability to provide good interactional justice to
the members. Communicate with their members by treating members with respect and dignity so that a good atmosphere can be
created so that communication will run well so that members can give good performance. Fair work to members in addition to leaders
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must be able to give fair rewards to members. So that in performing their obligations, members will feel excited so that the work can
be completed properly and performance will increase.
Kalay et al., (2016) that one of the most important major internal factors affecting employee performance is organizational justice.
The findings of this research are also following the research performed by Krishnan et al., (2018) which describe that organizational
juatice has a positive and significantly influence on employee performance. This findings was reinforced by Sembiring et al., (2020)
which revealed that organizational justice has a significant effect on the performance of police officers. The findings of this study
rejected Pakpahan et al., (2020) research which stated that organizational justice has no significant effect on employee performance.
The effect of Organizational justice on job satisfaction
The finding in this research, organizational justice has a positive and significant impact on employee performance. This means
organizational justice can directly increase employee performance. Where there is fairness in treating members and good
communication will cause job satisfaction in every member of the organization. Akram et al., (2016) found that organizational
fairness positive and significantly affects job satisfaction. This means that the more members of the Blitar Police feel a sense of
organizational justice, the more satisfied they are with ther job.
The findings of this research are following research result by Hao et al., (2016) which revealed that organizational justice has a
positive and significant effect on job satisfaction. This finding was reinforced by Wolfe et al., (2018); Qureshi et al., (2016) and
Cheol-yeung (2020) research that stated organizational justice has significant and positive influence on the job satisfaction of police
members.
The effect of Job satisfaction on employee performance
The finding in this research, job satisfaction has a positive and significant impact toward employee performance. This means that
transformational leadership can directly increase employee performance. Colquitt, LePine and Wesson (2017) explained that the
relationship between job satisfaction to employee performance is so close that the influence of both must be considered by the
organization. Without good job satisfaction support, police officers will provide non-optimal performance. Therefore, job satisfaction
becomes an important part of an institution or agency to improve performance. With high job satisfaction, members in carrying out
their duties will show better performance.
The findings are consistence with research result by Soomro & Shah (2019), describe that job satisfaction has an important role to
play in employee performance. These findings support the findings by Wirastuti et al., (2020) and Chong & Kee (2019) that stated
job satisfaction has a positive and significant effect on the performance of police officers.
The influence of transformational leadership on employee performance mediated by job satisfaction
The finding in this research, show that transformational leadership has a positive and significant impact on employee performance
through job satisfaction. This means that police members who have satisfaction with the transformational leadership provided by the
leadership tend to feel satisfied so that in the end the police members have a high performance. The results of this study are in line
with research by Kovjanic, Schuh and Jonas (2013) in his research on transformational leadership has a strong role in building job
satisfaction which could be used to create and improve employee performance. This findings is consistence with Prabowo et al,
(2018) research that job satisfaction can be a link between the influence of transformational leadership on employee performance.
The influence of organizational justice on employee performance mediated by job satisfaction
The finding in this research, show that organizational justice has no a significant impact on employee performance through job
satisfaction. The application of organizational fairness will affect employee performance either directly or indirectly within the
organization. In this study, job satisfaction did not exert an influence as a mediation variable between organizational fairness and
employee performance. This is due to the absence of freedom to do work and the boredom of less challenging work and the amount
of work that causes frustration. This causes job satisfaction to be unable to strengthen organizational justice in increasing employee
performance. This research is consistence with Jufrizen & Kandhita (2021) which states that job satisfaction is not able to mediate
the influence of organizational justice on employee performance.
Conclusions
The result of this research can be concluded that transformational leadership and organizational justice directly improve employee
performance. A good transformational leadership and organizational justice will improve employee performance. Transformational
leadership and organizational justice directly improve job satisfaction. The better the transformational leadership and organizational
justice, the higher the perceived job satisfaction. Job satisfaction has a significant direct influence on employee performance where
increase job satisfaction will improve employee performance. The better job satisfaction, the higher the employee performance. A
good supportive working conditions such as work environment, comfort, and good facilities can make employee performance better.
The role of job satisfaction as a mediation shows that job satisfaction is able to bridge the influence of transformational leadership
on employee performance. Because job satisfaction had a strong correlation with transformational leadership and employee
performance, this study used it as a mediation, which plays a very important role in affecting the relationship of transformational
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leadership on employee performance. Meanwhile, job satisfaction cannot mediate the influence of organizational justice on employee
performance. The role of job satisfaction as mediation indicates that job satisfaction is not able to bridge the influence of
organizational fairness on employee performance. Organizational justice must be properly established and implemented for it to have
a powerful influence on employee performance. Organizational justice becomes the most important aspect of having to work without
mediation from variable job satisfaction to realize employee performance.
The findings of this study helped to determine the strategies used to improve employee performance. As a result, in order to create
and improve employee performance among police officers, the police organization must pay careful attention on transformational
leadership, organizational justice and job satisfaction. Future research should be conducted in areas which has a wider area, a large
population other than Blitar, Indonesia so that the results obtained in can enrich the knowledge and the results, because by increasing
the number and with a larger of respondent is expected to provide better results. Other variables, such as commitment, work stress,
discipline, and many other variables could be used in future research.
Acknowledgement
Author Contributions: Conceptualization, NNA., A., CS.; Methodology, NNA., A., CS.; Data Collection, NNA., A., CS.; Formal Analysis, NNA.,
A., CS.; Writing—Original Draft Preparation, NNA., A., CS.; Writing—Review And Editing, NNA., A., CS. All authors have read and agreed to the
published the final version of the manuscript.
Institutional Review Board Statement: Ethical review and approval were waived for this study, due to that the research does not deal with
vulnerable groups or sensitive issues.
Informed Consent Statement: Informed consent was obtained from all subjects involved in the study.
Data Availability Statement: The data presented in this study are available on request from the corresponding author. The data are not publicly
available due to privacy.
Conflicts of Interest: The authors declare no conflict of interest.
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