The Effect of Servant Leadership and Workplace Spirituality on Work Engagement Mediated by Public Service Motivation at the Department of Population and Civil Registration in Gianyar District

International Journal of Economics and Management Studies

© 2021 by SSRG - IJEMS Journal

Volume 8 Issue 12

Year of Publication : 2021

Authors : Agus Dwi Raditya, Ida Bagus Ketut Surya

10.14445/23939125/IJEMS-V8I12P104

How to Cite?

Agus Dwi Raditya, Ida Bagus Ketut Surya, "The Effect of Servant Leadership and Workplace Spirituality on Work Engagement Mediated by Public Service Motivation at the Department of Population and Civil Registration in Gianyar District," SSRG International Journal of Economics and Management Studies, vol. 8,  no. 12, pp. 16-23, 2021. Crossref, https://doi.org/10.14445/23939125/IJEMS-V8I12P104

Abstract:

Human resources are one of the factors that have a very important role in a company or organization. The decrease in work engagement resulted in the company not being able to run optimally. This study was conducted to identify and analyze the role of public service motivation in mediating servant leadership and workplace spirituality on work engagement. The population in this study were all employees of the Department of Population and Civil Registration of Gianyar Regency, amounting to 80 people consisting of 35 freelance daily workers (THL) and 45 civil servants. The method of determining the sample in this study used a saturated sample. Sampling in this study was conducted to all employees other than the head of the agency (Head of Service). This research uses the Partial Least Square (PLS) analysis technique. The results showed that servant leadership and Workplace spirituality had a positive but not significant effect on work engagement. Servant leadership and Workplace spirituality have a positive and significant effect on public service motivation. Public service motivation has a positive and significant effect on work engagement. Public service motivation partially mediates the influence of servant leadership and workplace spirituality on work engagement

Keywords:

Servant Leadership, Workplace Spirituality, Public Service Motivation, And Work Engagement.

References:

[1] Handoko, T. Hani., Manajemen Personaliadan Sumber Daya Manusia. Yogyakarta : BPFE (2001).
[2] Halbesleben, J. R. B., A meta-analysis of work engagement: relationship with burnout, demands, resources, and consequences (2010).
[3] Bandura, A. Social Learning Theory, Prentice-Hall, Englewood Cliffs, NJ (1977).
[4] Mitroff, I.A., Denton, E.A.A Spiritual Audit of Corporate America: A Hard Look at Spirituality, Religion, and Values in the Workplace, Jossey-Bass. San Francisco, CA (1999).
[5] Bakker, A.B., A job demands-resources approach to public service motivation. Public Administration Review, 75(5) (2015) 723-732.
[6] Greenleaf . RK., The power of servant-leadership. San Francisco: Berrett-Koehler; (1998).

Journal Papers
[1] Van Dierendonck, D., Stam, D., Boersma, P., Windt, N. D., Alkema, J., Same difference? Exploring the differential mechanisms linking servant leadership and transformational leadership to follower outcomes. Leadership Quarterly, 25 (3) (2014) 544-562.
[2] Schaufeli, W. B., Taris, T .W., Le Blanc. P. M., Peeters. M., Bakker. A. B., De Jonge, J. Maaktarbeidgezond? Op zoeknaar de bevlogenwerkenemer’ Does work make healthy? In search of the engaged worker, De Psycholoog, 36 (2001) 422–428
[3] Schaufeli, W. B., Bakker A. B., Werkenwelbevinden :Naareenpositievebenadering in de Arbeids-enGezondheidspsychologie, Work and well-being : Towards a positive Occupational Health Psychology, Gedrag & Organisatie, (2001) 229–253.
[4] Christian, M.S., Garza, A.S., Slaughter, J.E. Work engagement: a quantitative review and test of its relations with task and contextual performance. Personnel Psychology,64(1) (2011) 89-136.
[5] Bakker, A.B., Demerouti, E., Towards a model of work engagement. Career Development International, 13(3) (2008) 209-223
[6] Wesley, Devendhiran, S., JR. Spirituality at work: enhancing levels of employee engagement, Development and Learning in Organizations: An International Journal, 31(5) (2017) 9-13.
[7] Krishnakumar, S., Neck, C.P.. The “what”, “why” and “how” of spirituality in the workplace. Journal of Managerial Psychology, 17 (3) (2002) 153-164.
[8] Daniel, J., Workplace spirituality and stress: evidence from Mexico and US. Management Research Review, 38(1) (2015) 29-43.
[9] Kinjerski, V., Skrypnek, B. J. The promise of spirit at work. Journal of Gerontological Nursing, 34(34) (2006) 17-25.
[10] Saks, A. M., Workplace spirituality and employee engagement. Journal of Management Spirituality and religion,8(4) (2011) 317-340.
[11] Steinbauer, Rainey, H.G.,P., Galloping elephants: developing elements of a theory of effective government organizations”. Journal of Public Administration Research and Theory, 9(1) (1999) 1-32.
[12] Liden, R.C., Wayne, S.J., Zhao, H. and Henderson, D., Servant leadership: development of a multidimensional measure and multi-level assessment, Leadership Quarterly, 19(2) (2008) 161-177.
[13] Hale, J.R. and Fields, D.L., Exploring servant leadership across cultures: a study of followers in Ghana and the USA, Leadership, 3(4) (2007) 397-417.
[14] Bao, Yuanjie., Li, Chaoping., Zhao, Hao., Servant leadership and engagement: A dual mediation model. Journal of Managerial Psychology, 1 (2018) 1-14
[15] Wright-Isak., Knoke, David., Christine., Individual Motives and Organizational Incentive Systems". Research in the Sociology of Organizations, 1 (1982) 209-54.
[16] Perry, James L., Wise, Lois, Recascino., The Motivational Base of Public Service. Public Administration Review, 50 (1990) 367-73
[17] Maslach, C., M.P. Leiter., The Truth About Burnout (Jossey Bass, San Francisco, CA) (1997).
[18] Schaufeli, W, Petrou, P., Demerouti, E., Peeters, M., Crafting A Job On A Daily Basis: Contextual Antecedents And The Effect On Work Engagement, Journal of Organizational Behavior, 33 (8) (2012) 1120-1141.
[19] Graham, J.W., Servant-leadership in organizations: inspirational and moral”. Leadership Quarterly, 2(2) (1991) 105-119.
[20] Parris, D. J. W., A systematic literature review of servant leadership theory in organizational contexts. Journal of Business Ethics, 113(3) (2013) 377-394.
[21] Bakker, A.B., Demerouti, E., Towards a model of work engagement. Career Development International, 13(3) (2008) 209-223.
[22] Bakker, A.B., Demerouti, E., Sanz-Vergel, A.I., Burnout and work engagement: the JD-R approach”. Annual Review of Organizational Psychology & Organizational Behavior, 1(1) (2014) 389-411.
[23] Tuan, LuuTrong., How servant leadership nurtures knowledge sharing, International Journal of Public Sector Management, 29 (1) (2016) 91-108
[24] Mayer, D.M., Aquino, K., Greenbaum, R.L., Kuenzi, M., Who displays ethical leadership, and why does it matter? An examination of antecedents and consequences of ethical leadership. Academy of Management Journal, 55(1) (2012) 151-171.
[25] Drescher, M. A., Korsgaard, M.A., Welpe, I. M., Picot, A., Wigand, R.T., The Dynamics Of Shared Leadership: Building Trust And Enhancing Performance, Journal of Applied Psychology, 99(5) (2014) 771-783.
[26] Benefiel, M., Fry, L., Geigle, D., Spirituality and religion in the workplace: history, theory, and research. American Psychological Association, 6(3) (2014) 175-187.
[27] Farmer, Michele., Allen, Stuart., Duncan, Kathy., Alagaraja, Meera. Workplace Spirituality In The Public Sector: A Study Of US Water And Wastewater Agencies, International Journal of Organizational Analysis, 1 (2019) 13-14
[28] Brewer, G.A., Ritz, A. and Vandenabeele, W., Introduction to a symposium on public service motivation: an international sampling of research. International Journal of Public Administration, 35(1) (2012) 1-4.
[29] Ugaddan, Park, S.M., &, R.G., Quality of leadership and public service motivation: A social exchange perspective on employee engagement. International Journal of Public Sector Management, 30(3) (2017) 270-285
[30] Liden, R. C., Panaccio, A., Hu, J., Meuser, J. D., Servant Leadership: Antecedents, consequences, and contectual moderators. The Oxford Handbook of Leadership and Organization; Day, D. V., Ed. ; Oxford University Press: Oxford, UK: (2014) 357-379.