The Performance Management of Employees Bank BPR through Development of Climate Organization, Achievement Motivation, Job Satisfaction and Leadership Ability and Powers

Abstract

The purpose of this study were as follows: (1) describe the leadership style task behavior and relationship behavior; (2) describe the position power and personal power; (3) describe the organizational climate; (4) describe the achievement motivation; (5) describe the job satisfaction; (6) analyze the influence of leadership style task behavior and relationship behavior on the performance of an employee directly or indirectly through organizational climate, achievement motivation and job satisfaction; (7) analyze the influence of power and personal power position on the performance of an employee directly or indirectly through organizational climate, achievement motivation and job satisfaction, and (8) analyze the effect of organizational climate, achievement motivation and job satisfaction on employee performance. The results showed that:

(1)   Style of leadership in environmental business unit BPR Krian Mojokerto Territory is between type 5, 5 (organization man management) and type 9, 9 (team management); who tend to be oriented relationship behavior, although the relationship behavior and task behavior both in the high category.

(2)   Personal power seems to be more prominent than the power position. All dimensions of factors: legitimate power, reward power, coercive power and obtain a high responder, but which contribute significantly to the power position only legitimate power.

(3)   Organizational climate, achievement motivation and job satisfaction of respondents who earn relatively high.

(4)   All dimensions' factors namely: intrinsic rewards and extrinsic rewards to significantly contribute to job satisfaction, and intrinsic rewards are dominant.

(5)   Leadership task behavior and relationship behavior is not a significant direct effect on employee performance.

(6)   Leadership task behavior and relationship behavior is not A direct negative effect on employee performance through organizational climate, achievement motivation and job satisfaction.

(7)   Leadership task behavior and relationship behavior is not A direct negative effect on employee performance through organizational climate, achievement motivation and job satisfaction.

(8)   Organizational climate and job satisfaction have a significant direct effect on employee performance, while the achievement