- Mochamad Soelton
- Putri Pebriani
- Muhammad Umar
- Jaka Triwulan
- Jaka Wilantara
Abstract
This research aimed to know the effect of transformational leadership, communication and workload on employee performance
of sales and marketing department at PT. Teguh Murni Perdana. Object of this research was PT. Teguh Murni Perdana’s
employees for sales and marketing department. It was conducted to 36 respondents by using quantitative descriptive approach.
Statistical analysis in multiple linear regression tests was employed as data analysis technique. Finding of this research
exemplified that transformational leadership, communication, and workload simultaneously had effect on employee performance
of sales and marketing department at PT. Teguh Murni Perdana. They were respectively confirmed by the result of simultaneous
test (F test) approximately 14.139 (sig. = 0.000 significant). Transformational leadership and communication partially had
positive and significant effect on employee performance, while workload had not effect on employee performance and those were
strengthened by the result of partial test (T test) as well. This was shown from the statistics, describing the magnitude of the
estimated coefficient for tranformational leadership variables on employee performance approximately 2.212 (sig. = 0.034
significant) and approximately 2.574 (sig. = 0.015 significant) for communication on employee performance. Whereas, the
magnitude of estimated coefficient for workload on employee performance approximately 0.321 (sig. = 0.750 not significant).
Therefore, the result of this research indicated that transformational leadership, communication and workload simulataneously
had effect on employee performance of sales and marketing department at PT. Teguh Murni Perdana.
Keywords: Transformational leadership, communication, workload, employee performance,
Discussion and Implication
Based on the result of first hypothesis test, it exemplified that transformational leadership had positive and significant effect on
employee performance. This result was confirmed by Soelton and Fazriyanti’s (2016) study who declared that transformational
leadership had positive effect on employee performance. Moreover, transformational leadership in this research had significance
degree 0,034 where this value was lower than significance degree 0,05. The hypothesis accepted Ha1, as the consequence it
might be inferred that transformational leadership (X1) had significant effect on employees’ performance of sales and marketing
department at PT. Teguh Murni Perdana.
On the other hand, communication had positive and significant effect on employee performance. The result was affirmed by
Susanto and Anisah’s (2013) finding who proposed that communication had positive effect on employee performance.
Addionally, communication in this research had significance degree 0,015 where this value was lower than significance degree
0,05. The hypothesis accepted Ha2, subsequently it might be deduced that communication (X2) had significant effect on sales
and marketing department employees’ performance at PT. Teguh Murni Perdana.
Furthermore, the third hypothesis signified that workload had not effect on employee performance. The result was in line with
Sitepu’s (2013) study who indicated that workload had not effect on employee performance. The hypothesis of this research was
opposite with Soelton’s et al. (2018) study which appointed that workload had negative effect on employee performance. In this
case, workload had significance degree 0,750 where the value was higher than significance degree 0,05. The H0 was accepted then it might be drawn conclusion that workload (X3) had not effect on employees’ performance of sales and marketing
department at PT. Teguh Murni Perdana. It meant that the assigned workload number had not effect on employees due to
whatever the assigned work did not predispose their performance to be better or being not optimal.
Limitation and Future Research
Based on the result and discussion have been elucidated, it might be concluded that Transformational Leadership and
Communication had positive and significant effect on Employees’ Performace of sales and marketing department at Karyawan
PT. Teguh Murni Perdana. On the other hand, Workload had not effect on Employees’ Performace of sales and marketing at
Karyawan PT. Teguh Murni Perdana.
Considering to the result and discussion, it might be suggested to the company for some points. First of all, based on the the
result of respondent description and response it might be discerned the average respondents responded to transformational
leadership indicators were “Disagree” on statement of “Leader is able to prompt high employees’ consciousness to work.”
Therefore, suggestion might be delivered was s/he had to boost up employees’ motivation to work out, as the result they did not
escape from extra work and more responsible to accomplish it. Second, the lowest respondents responded to communication
indicators were “Disagree” on statement of “Employees always expose the occurred issues.” Hence, the suggestion might be
consideration was stakeholder should give opportunity to employees having communication and sharing information regarding to
problem they had. As the consequence, communication relationship for vertical, horizontal, or lateral communication would be
better and preety smooth then engendering work simplification and employees’ performance were paramount. Another average
of the lowest respondents’ rensponded to workload indicators were “Disagree” on statement of “High workload drives
employees to be motivated doing works.” Result of the research exemplified that workload had not effect on employee
performance, yet too high workload would be bad for employees’ performance. Therefore, company was expected to assign
proper and fit workload as employee’s capacity.
Finally, regarding to this research had any shortcomings then it might be suggested to the next researcher (s) who would
scrutinize variables in this research, were transformational leadership, communication, workload and employee performance to
enlarge and extend them with other variables such as work environment, compensation, and job satisfaction. Consequently, it
was being one of the references to scrutinize variables have not done yet and s/he may employe another research object through
number of respondents with different research object.
