The influence of organizational policy, leadership and job

Public Policy and Administration Research www.iiste.org
ISSN 2224-5731(Paper) ISSN 2225-0972(Online)
Vol.4, No.7, 2014
119
The Influence of Organizational Policy, Leadership and Job
Characteristic to the Work Satisfaction and Its Implication to
Organizational Commitment (A Study on Civil Servants in
Ministry of Defense Republic of Indonesia)
Herry Noorwanto 1
Abdul Yuli Andi Gani 2
Tjahjanulin 2
M. Makmur 2
1
Student at the Doctoral Program of Public Administration, Faculty of Administrative Science,
Brawijaya University, Malang, East Java, Indonesia.
2
Faculty of Administrative Science, Brawijaya University, Malang, East Java, Indonesia.
(* E-mail of coresponding author: hnoorwanto@yahoo.com)
Abstract
Organizational commitment is a strong passion of employees to indentify him/her selves to the values,
objectives, and targets of the organization. Organizational commitment is influenced by several factors, both
internally and externally. The most important factor which influences the employee's' organizational commitment
are organization policy, leadership, job characteristic, and job satisfaction. Job satisfaction, leadership and
organizational policy are the external factors while job satisfaction is internal factor for employees. The
significance of organizational commitment in building the organizational performance has important implication
to the employees, organization and society in broad term. Strong employee's commitment will identify her/him
selves to the objectives and organizational values, and has strong will to become a part of organization and agree
to show extra behavior and bigger role.
Keywords: organizational policy, leadership, job characteristic,job satisfaction,organizational commitment
1. Introduction
Good public administration' implementation is required in every state institutions, and Kementerian
Pertahanan Republik Indonesia (Kemhan RI) (Ministry of Defence Republic of Indonesia) is not exclude in the
implementation. In the national and state living, the defence state of a country which is stable, adequate and
dynamic become a non-negotiable need. In this frame of perspective, The Ministry of Defence was established as
working unit of government which was given task in concerning of defence sector. The vision of Ministry of
Defence is "Terwujudnya Pertahanan Negara yang Tangguh" ("Toward Strong National Defence") and its
mission is "Menjaga Kedaulatan dan Keutuhan Wilayah Negara Kesatuan Republik Indonesia serta Keselamatan
Bangsa" ("To Protect The Sovereignity and Unity of Teritory of the Uniting State of Republic of Indonesia and
Nation Safety").
Based on Peraturan Menteri Pertahanan Nomor 16 Tahun 2010 Tentang Organisasi dan Tata Kerja
Kementerian Pertahanan (Minister of Defence Regulation No. 16 Year 2010 on Organizational and Working
Procedure of Ministry of Defence), The Ministry has task in organizing the defence effort in the government and
to support the President in State Administration.
The condition of employees performance which is not optimum yet, is caused by , one of them, the lack of
organizational commitment. Organizational commitment also has a meaning of strong willing of employee to
involve in every organizational activity and agrre to try their best for organizational interest; and strong willing
to be always become a good member of organization.
Organizational policy which is percept according to the hope, need, and interest of employee tend to make
the employee has more attention and loyal to the organization which make the policy. Contrary, organization
policy which is percept negatively by the employee could make them become less in giving attention to the
organization so that the employee less loyal to organization which could be manifested in various attitude and
behaviour which is less supportive to the organization.
Leadership style also may influence the organizational commitment of the employee, especially if the
showed leadership attitude in accordance with hope, expectation and need of the employee.
Job characteristic which is reflecting the task attributes in the job, such as skill variation, task identity, task
importance, autonomy and feedback also has a potency to have influence on employee's organizational

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commitment. Job characteristic in MoD is very militaristic in culture so that it may not fit to the employee which
comes from civilian background.
In other hand, work satisfaction which is a representation of employee's feel which is very happy to the job
and aspects around it, like salary, promotion, work partner, supervision, and job condition also has strong
potency to influence the employee's organizational commitment.
Those phenomena also become interesting to be discussed in depth and comprehensive by doing scientific
research in order to reveal the influence of organizational policy, leadership, and job characteristic to the job
satisfaction and its implication to the employee's organizational commitment by taking research object in MoD
Republic of Indonesia.
Based on the presentation above, it can be written that the research problems were how strong the influence
of:
1. Organizational policy to employee's wok satisfaction?
2. Leadership to employee's work satisfaction?
3. Job characteristic to employee's work satisfaction?
4. Organization policy to employee's organizational commitment?
5. Leadership to employee's organizational commitment?
6. Job characteristic to employee's organizational commitment?
7. Work satisfaction to employee's organizational commitment?
8. Organization policy to employee's organizational commitment mediated by work satisfaction?
9. Leadership to employee's organizational commitment mediated by work satisfaction?
10. Job characteristic to employee's organizational commitment mediated by work satisfaction?
2. Literature Review
2.1. Theoretical Review
2.1.1 Public policy
Birkland (2011: 9) defined policy as “a statement by government of what it intends to do such as law,
regulation, ruling, decision, order, or a combination of these". Gerston (2010: 7) explained policy as “the
combination of basic decisions, commitments, and actions made by those who hold or influence government
posititions or authority.” Other opinion showed that policy is “a set of actions by the government that includes,
but is not limited to, making laws and is defined in terms of a common goal or purpose” (Cochran et al., 2011: 1).
According to Dunn (2003: 24) policy which is made by government is called public policy. The definition
of public policy is complex dependency pattern from the collective choices which is inter-dependent, including
the decisions to not to take action which is made by governmental body or office. Dye (1987: 3) expressed that
public policy related to “whatever government chooses to do or not to do“.
According to Mondy, Sharplin & Flippo (1998: 95-96), several principles which may create adequate policy,
are as follows: (1) The policy should be based on factual information; (2) Policy from supervised and supervisor
should be inter-completing and not contrary to each other; (3) Policy from various sections or departments
should be coordinated. (4) Policy should be clear, could be understood, and better in the form of written one; (5)
Policy should be flexible and stable; and (6) policy should be able to reach wide area. This means that policy
should be formulated carefully by considering implementation and it effects.
2.1.2 Leadership
According to Daft and Carcic (2008: 479), leadership is a ability to persuade people toward achieving of
organizational objective. Greenberg and Baron (2008: 85), leadership is a process which is used by someone to
persuade the member of group toward achieving group organizational objectives. Taylor (in Drafke, 2009: 460)
defined leadership as ability to persuade other person activity by communication process toward achieving the
objective. The similar definition on leadership was given by Starling (2008: 351), Robbins and Judge (2009: 356)
Robbins and Coutler (2010: 173), Drafke (2009: 460), Kinicki and Kreitner (2010: 479), and Rost (and Daft,
2011: 5).

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According to Joseph (2007: 25-28), a leader should have specific competency, which is consists of: self
direction, flexibility, team work, strategy, decision making, managing change, delegation, communication,
negotiation, power and influence.
2.1.3 Job characteristic
Hackman and Oldham (in Luthans, 2010: 239) break down the job characteristic into five core dimensions,
which are: skill variation, job identity, job significance, autonomy, and feed back. The most important is the idea
from stages in critical psychology, in which: (1) Meaningful experience in work (2) Experience which is
responsible to results (3) Knowledge on results (Griffin, 2007: 124).
2.1.4 Work satisfaction
According to Spector (1997: 2), work satisfaction reflects how people feel on their work and several aspect
of it. This is in acordance with Werther's opinion (1996: 501) which stated that work satisfaction is a reflection of
an employee's thinking about how far her/his work in whole able to satisfy her/his need. In other word, work
satisfaction is a feeling of an employee to her/his work. For Wanous, Reiches and Hudy (in Baron, Byrne &
Branscombe, 2006: 540), work satisfaction is an attitude about work or someone work.
Spector (1997: 8) identify nine elements of work satisfaction which become scale indicator on work
satisfaction in The Job Satisfaction Survey, which is: salary, promotion, supervision, insentive, remuneration unit,
work condition, work partner, work behaviour and communication. However, Luthans (2010: 142) identified five
dimensions of work satisfaction, which is: the work itself, salary, chance of promotion, supervision and work
partner.
2.1.5 Organizational commitment
Newstrom (2007: 207) identified organizational commitment as a level or degree of self identification of an
employee to organization and her/his willing to continue her/his active participation in the organization. Luthans
(2010: 147) stated that organizational commitment as a strong passion to be always become a member of an
organization; Bishop, Scott and Burroughs (2000: 2), stated that organizational commitment is a relative power
from individual identification together and her/his involvement in organization. Armstrong (2006: 271-272)
defined commitment as attachment and loyalty. The above definition in essence is not so different from
definition from Daft and Carcic (2008: 444), which is employee bonding to organization.
2.2.Empirical study (previous researches)
1. The influence of organization policy to work satisfaction
Thomas & Ganster (in Spector, 1997: 41) showed the influence of organization policy to work satisfaction.
Furnham (2006: 314) also stated that one of the variable which has impact on work satisfaction is
organization policy and procedure. Another research by K. O’Rourke (2000: 1) also proved that organization
policy has influence on nurse's satisfaction.
2. The influence of leadership to work satisfaction
Rad and Yarmohammadian (2006: xi) proved that leadership also has influence on employee satisfaction. A
research by Griffith (2004: 333) also showed that transformational leadership has influence to work
satisfaction of school staff. A result from research by Menaker and Bahn (2008: 983) showed that the leader
which always shows honesty has a strong influence to the work satisfaction.
3. The influence of job characteristic to work satisfaction
Research by Aldag, Barr and Brief (1981: 158) proved that job characteristic has influence on work
satisfaction.
4. The influence of organisation policy to organizational commitment
Research by Koys (in Eisenberger, 1997: 813) proved that organization policy has a positive influence to
organizational commitment.
5. The influence of leadership to organizational commitment

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Research by Walumbwa et al (2005: 235) proved that a leader which plays transformative leadership has
strong influence on organizational commitment of employee.
6. The influence of job characteristic to organizational commitment
Research by Buchanan; Eisenberger, Fasolo & LaMastro; Flynn & Tannenbaum; Harris, Hirschfeld, Field &
Mossholder; Mathieu & Zajac; and Van Dyne, Graham & Dienesch (in Fang, 2001: 2) gave confidential
support that work characteristic become predictor for organizational commitment. Research by Chang and
Lee (2006: 201) also showed juga that job characteristic has significant positive influence to organizational
commitment.
7. The influence of job satisfaction to organizational commitment
Research by Lincoln & Kalleberg; Mowday, Porter, & Steers; Mueller, Boyer, Price, & Iverson; and Williams
& Hazer (in Slattery & Selvarajan, 2005: 4) proved that work satisfaction is antecedent from organizational
commitment.
From above previous researches, none of them comprehensively studied the influence of organizational
policy, leadership and job characteristic to the organizational commitment mediated by work satisfaction. This
research was comprehensively studying organizational policy, leadership and job characteristic to organizational
commitment mediated by work satisfaction by using SEM analysis and took research object in MoD Republic of
Indonesia . This was the novelty of this research.
3. Concept of Research Frame
3.1 Thinking Frame
Conceptually, the relation between research variables can be depicted in thinking frame as follows:
Figure 1. Thinking Frame of Research
Note:
Kebijakan organisasi : Organizational policy Karakteristik pekerjaan : Job characteristic
Informasi faktual : Faktual information Variasi keterampilan :
Skill variation
Kebijakan Organisasi
(X1)
1. Informasi faktual
2. Saling melengkapi
3. Terkoordinasi
4. Pasti
5. Luwes dan stabil
6. Berjangkauan luas.
(Mondy, Sharplin &
Flippo, 1998)
Kepemimpinan
(X2)
1. Arah diri
2. Fleksibilitas
3. Tim kerja
4. Strategi
5. Pengambilan keputusan
6. Mengelola perubahan
7. Delegasi
8. Komunikasi
9. Negosiasi
10. Kekuasaan dan
pengaruh.
(Joseph, 2007)
Karakteristik
Pekerjaan (X3)
Imbalan
1. Variasi keterampilan
2. Identitas tugas
3. Signifikansi tugas
4. Otonomi
5. Umpan balik.
(Hackman & Oldham,
dalam Luthans, 2010)
Komitmen
Organisasional (X2)
1. Identifikasi tujuan
organisasi
2. Keterlibatan pada
kewajiban organisasi
3. Loyalitas terhadap
organisasi.
(Moore, dalam Ivancevich,
Konopaske & Matteson,
2010)
Kepuasan Kerja (Y1)
1. Gaji
2. Pekerjaan itu sendiri
3. Promosi
4. Pengawasan
5. Mitra kerja
6. Kondisi kerja.
(Spector, 1997;
Luthans, 2010)

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123
Saling melengkapi : Take and give Identitas tugas : Task
identity
Terkoordinir : Coordinated Otonomi :
Autonomy
Pasti : Sure Umpan balik :
Feedback
Luwes dan stabil : Flexible and stable
Berjangkauan luas : Could reach wide area Kepuasan kerja : Work
satisfaction
Gaji
: Salary
Kepemimpinan : Leadership Pekerjaan itu sendiri : The job itself
Arah diri : Self direction Promosi :
Promotion
Fleksibilitas : Flexibility Pengawasan :
Supervision
Tim kerja : Team work Mitra kerja
: Work partner
Strategi : Strategy Kondisi kerja : Job
condition
Pengambilan keputusan : Making decision
Mengelola perubahan : Changing management Komitmen organisasional : Organizational commitment
Delagasi : Delegate Identifikasi tujuan organisasi :
Identification of
Komunikasi : Communication
organization's objective
Negosiasi : Negotiation Keterlibatan pada kewajiban organisasi:
Involvement in
Kekuasaan dan pengaruh: Power and influence
organizational duty
Loyalitas terhadap
organisasi: Loyalty to organization
Based on thinking frame of research above, the hypothetical model of research could be constructed as
follows:

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Figure 2. Hypothetical Model of Research
Note:
X1 = Organizational Policy X2 = Leadership X3 = Work Characteristic
Y1 = Work Satisfaction Y2 = Organizational Commitment
3.2 Research Hypothesis
Based on research thinking frame and hypothetical model of reearch above, research hypothesis could be
presented as follows:
H1: Organizational policy has influence to employee's work satisfaction.
H2: Leadership has influence to employee's work satisfaction.
H3: Job characteristic has influence to employee's work satisfaction.
H4: Organizational policy has influence to employee's organizational commitment.
H5: Leadership has influence to employee's organizational commitment.
H6: Leadership has influence to employee's organizational commitment.
H7: Work satisfaction has influence to employee's organizational commitment.
H8: Organizational policy has influence to employee's organizational commitment mediated by employee's
work satisfaction.
H9: Leadership has influence to employee's organizational commitment mediated by employee's work
satisfaction.
H10: Job characteristic has influence to employee's organizational commitment mediated by employee's work
satisfaction.
4. Research Methods
The research was conducted in Ministry of Defence Republic of Indonesia by using quantitatative approach
with statistical method as a tool to analyze and make decision (conclusion). Research methods which was used is
survey methods (McMillan & Schumacher, 2006: 233).
The research population were Pegawai Negeri Sipil (PNS) Golongan III (civil servants Level III) with with
minimum education of D1 (Diploma 1) in MoD Republic of Indonesia as many as 964 people. The quantity of
sample was decided by using Slovin formula and counted for 283 employees. Sample taking was done by
employing proportionate simple random sampling. Questioner which was constructed based on instrument

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corridor was used in method for gathering information. Measurement using Likert scale with five alternative
answers, which was: strongly agree (score 5), agree (score 4), not quite agree (score 3), not agree (score 2) and
strongly not agree (score 1).
Respondent profile which was chosen as research respondents were mainly males, as many as 162 men
(57,2%), while the female respondent was counted for 121 women (42,8%). And, based on their ages, it was
known that most of respondents were between 41 – 50 years old (45,6%), followed by respondents in ages of 31
– 40 years old (24,4%), ages > 50 years old (19,4%), and finally ages ≤ 30 years old (10,6%). Based on the
educational background, most of the respondents has Strata 1 (Undergraduate) degree (62,9%), followed by
Strata 2 (Magister) degree (25,1%), Diploma degree (10,6%), and Strata 3 (Doctoral) degree (1,4%). Based on
marital status, most of the respondent were married one (90,1%), while the single has percentage of 9,9%.
Finally, based on work experience, most of respondent already work for > 20 years (45,2%), followed by 15 – 20
year experience (16,6%), ≤ 5 year experience (14,5%), 11 – 15 year experience (14,1%), and 6 – 10 year
experience (9,5%).
5. Hypothesis test
Figure 3. Line Coefficient Influence of Organizational Policy, Leadership and Job Characteristic to Work
Satisfaction and Its Implication on Organizational Commitment
Hypothesis test was done by SEM and the processing was done by using LISREL 8.8 program. The result
from data processing using LISREL wsa presented on line coefficient model and t-count as above.

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Figure 4. t-count Influence of Organizational Policy, Leadership and Job Characteristic to Job Satisfaction and
Its Implication to Organizational Commitment
The calculation result from line coefficient and t-count to decide whether the hypothesis is accepted or
declined was presented in the table below:
Table 1. Conclusion from Calculation Results Line Coefficient (t-count)
Influence Line Coefficient t-count t-table Hypothesis Conclusion
H1 : X1 Y1 0,19 2,40 1,96 Accepted
H2 : X2 Y1 0,48 4,07 1,96 Accepted
H3 : X3 Y1 0,31 2,29 1,96 Accepted
H4 : X1 Y2 0,07ns
1,06 1,96 Declined
H5 : X2 Y2 0,32 2,78 1,96 Accepted
H6 : X3 Y2 0,37 3,00 1,96 Accepted
H7 : Y1 Y2 0,28 2,16 1,96 Accepted
H8 : X1 Y1 Y2 0,05ns
1,56 1,96 Declined
H9 : X2 Y1 Y2 0,13ns
1,88 1,96 Declined
H10 : X3 Y1 Y2 0,09ns
1,66 1,96 Declined
ns
= Nonsignificant/hypothesis was declined (t-count < t-table)
6 Discussion
6.1 Influence of Organizational Policy to Work Satisfaction
Organizational policy is a factor which becomes important object in organization, especially for employee
or worker. This is caused by policy which was made by organization will have direct or indirect impacts to
employee or worker, and will influence their future. In this research, it was proved that one of the impacts or
significant influence of organizational policy was employee's work satisfaction. The finding became clear
indication of the importance of organizational policy in increasing employee's work satisfaction.

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Organizational policy which was made for existence and survival of organization interest, which was
manifested in organization's vision, mission, strategic planning, objective, target and organization's rule.
6.2 Influence of Leadership to Work Satisfaction
Leadership in the research also gave a proof that it has significant role in determining the level of work
satisfaction. Leadership in the organization has central role in persuade the employee's attitude and behaviour.
Leadership, in short, is ability to persuade the employee, so that in the process in giving briefing or influence, the
leader always shows attitude which in line with chosen leadership approach. Leader attitudes during process of
giving the influence gave important impact to organization member attitude to organization. If showed attitude is
percept positively by employee, then it will also generate positive attitude toward organization. Vice versa, if
showed attitude is percept negatively, then negative attitude toward organization from its member will occur.
6.3 The Influence of Work Characteristic toward Work Satisfaction
Job characteristic in the research also shows significant influence to work satisfaction. The results gave
underline that high quality job characteristic will gave implication to increasing of work satisfaction.
Job characteristic aspect such as skill variation will push employee to acquire many skills so that it will not
get boring when in the work. Another aspect such as job significance also gives contribution to work satisfaction
creation. Employee which percept her/his job could give advantages to other people, then proud and enjoy the
work will occur so that employee will have satisfaction feeling in work. Also another attributes such as task
identity, autonomy, and feedback, also important to generate work satisfaction.
6.4 The Influence of Organizational policy to Organizational Commitment
The result of statistical test was shown that organizational policy has significant influence to organizational
commitment. The finding from the research showed that the policies made by organization were not significantly
influence organizational commitment. The empirical facts could give a picture that employees were not too take
serious the policies made by their organization, so that any policies made by organization have tendency to be
followed. This fact could be attributed to the status of the employee, i.e Pegawai Negeri Sipil (PNS) (Civil
Servant). PNS tended to be synonimed as abdi negara (state servants), so that should follow every policy adopted
by their institution. And, the commitment from PNS already implanted in their memory since the very early days
of work.
6.5 The Influence of Leadership to Organizational
Leadership has significant impact to the organizational commitment. Leadership factors could be a factor
which influence organizational commitment because the leader much influenced the policies in the organization
and also have direct interaction with employee or worker. In the dynamic of organization, the leader is a vital
elements, leader ability which was showed in self direction, flexibility, team work, strategy, decision making,
management of changes, delegation, communication, negotiation, power and influence will give direct or
indirect implication to the employee attitude and behaviour.
6.6 The Influence of Job Characteristic to Organizational Commitment
Job characteristic has positive influence to organizational commitment. The results showed that job
characteristic which fulfil skill variation aspects, task identity, task significance, autonomy, and feedback, will
give contribution on increasing of organizational commitment significantly.
6.7 The Influence of Work Satisfaction to Organizational Commitment
Work satisfaction has possitive and significant influence on organizational commitment. The finding show
that high work satisfaction will give positive implication to the increase of organizational commitment. The
results was understandable because commitment is built if the aspects in the work such as salary, job, promotion,
supervisory, work partner, and work condition was percept and felt positively by organizational member
(employee) so that it can satisfies her/him self. If work aspect was percept positively and it lead to happy feeling,

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and then it will make the employee to give commitment to the organization.
6.8 The Influence of Organizational Policy to the Organizational Commitment Mediated by Work Satisfaction
Organization policy didn’t influence the organizational commitment of employee mediated by work
satisfaction. This means that existence of work satisfaction in the employee didn't influence significantly to the
level of influence of organization policy to the organizational commitment. By referring to the results of
hypothesis test on direct influence of organization policy to organizational commitment, then there was no
indirect influence could be understood. This was caused by organizational policy didn't significantly influence to
organizational commitment, eventhough mediated by work satisfaction, the influence still was not significant.
Therefore, the position of work satisfaction variable can't significantly intervene influence of organization policy
variable to organizational commitment.
6.9 The Influence of Leadership to Organizational Commitment Mediated by Work Satisfaction
Leadership didn't influence organizational commitment of employee mediated by work satisfaction. This
means that variable of work satisfaction didn't influence significantly on the level of influence of leadership to
organizational commitment. The condition may be caused by leadership factor which related directly without
supported by work satisfaction factor, so that the level of work satisfaction didn't influence the level of
leadership influence to organizational commitment. Therefore position of work satisfaction variable can't
significantly intervene influence of leadership variable to organizational commitment.
6.10 The Influence of Job Characteristic to Organizational Commitment Mediated by Work Satisfaction
The influence of job characteristic to organizational commitment mediated by work satisfaction in
statistical test was proved insignificant. With the above results, variable work satisfaction didn't influence
significantly to the level of influence of job characteristic to organizational commitment. As explained before the
result may occur because job characteristic factor may be directly related to organizational commitment without
need to be mediated by work satisfaction factor, so that level of work satisfaction didn't influence level of
influence of job characteristic to organizational commitment. Therefore position of work satisfaction variable
didn't significantly intervene influence of job characteristic variable to organizational commitment.
7. Conclusion
Based on research results as presented above, it can be conclude as follow:
a. Organizational policy has significant influence to work satisfaction of employe in MoD.
b. Leadership has significant influence to job satisfaction of MoD employees.
c. Job characteristic has significant influence to job satisfaction of MoD employees.
d. Organizational policy has no significant influence to organizational commitment of MoD
employees.
e. Leadership has significant influence to organizational commitment of MoD employees.
f. Job characteristic has significant influence to organizational commitment of MoD employees.
g. Job satisfaction has significant influence to organizational commitment of MoD employees.
h. Organizational policy has no significant influence to organizational commitment of MoD
employees mediated by work satisfaction.
i. Influence from leadership has significant influence to organizational commitment of MoD
j. Job characteristic has no significant influence to organizational commitment of MoD
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Quarterly. vol. 16, no. 2, Summer. Wiley Periodicals, Inc.

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