The Relationship Between Work Period Length, Transactional Leadership Style, and Employee Engagement on Employee Work Performance at Factory X
Abstract
This research aims to examine the relationship between work period length, transactional leadership style, and employee engagement with employee performance at Factory X. Employee performance serves as a key indicator of an organization's productivity and can be influenced by a variety of individual and managerial factors. Leadership styles are generally categorized into transformational and transactional. Transactional leadership emphasizes the exchange process between leaders and subordinates, relying on a system of rewards and punishments to motivate employees, which may affect their level of engagement and performance. Furthermore, the duration of an employee’s work period can reflect their experience and level of adjustment within the workplace. A quantitative approach is used in this study, employing surveys directed at employees of Factory X. Data collection is carried out through questionnaires, and the results are analyzed using SPSS (Statistical Package for the Social Sciences) through descriptive statistics, validity and reliability tests, Pearson correlation, and multiple linear regression. These analyses aim to assess the relationship between the independent variables (work period length, transactional leadership, and employee engagement) and the dependent variable (employee performance). The findings of this study are intended to support corporate organizations in optimizing human resource management to enhance employee performance.
Downloads
References
Aarons, G. A. (2006). Transformational and transactional leadership: Association with attitudes toward evidence-based practice. Psychiatric Services, 57(8), 1162–1169. https://doi.org/10.1176/ps.2006.57.8.1162
Aravinthan. (2025). Employee engagement and its impact on organizational performance. International Journal of Scientific Research in Engineering and Management (IJSREM). Retrieved from https://ijsrem.com/download/employee-engagement-and-its-impact-on-organizational-performance/
Bass, B. M. (1990). From transactional to transformational leadership: Learning to share the vision. Organizational Dynamics, 18, 19–32. http://dx.doi.org/10.1016/0090-2616(90)90061-S
Chen, H., Richard, O. C., Boncoeur, O. D., & Ford, D. L. Jr. (2020). Work engagement, emotional exhaustion, and counterproductive work behavior. Journal of Business Research, 114, 30–41. https://doi.org/10.1016/j.jbusres.2020.03.025
Distribusi Jenis Kelamin. (2018, October 22). SEPAKAT BAPPENAS. Retrieved April 1, 2025, from https://sepakat.bappenas.go.id/wiki/index.php?title=Distribusi_Jenis_Kelamin&oldid=330
Halbesleben, J. R. B. (2010). A meta-analysis of work engagement: Relationships with burnout, demands, resources, and consequences. In A. B. Bakker & M. P. Leiter (Eds.), Work engagement: A handbook of essential theory and research (pp. 102–117). Psychology Press.
Hidayat, A. (2023). Green management: Intervention strategy on job burnout and performance improvement in terms of employee tenure. Enrichment: Journal of Management, 12(6), 4707–4716. https://doi.org/10.35335/enrichment.v12i6.1154
Kossyva, D., Makri, K., Katsarou, E., & Giannikos, I. (2023). Outcomes of engagement: A systematic literature review and future research directions. Heliyon, 9(6), e17565. https://doi.org/10.1016/j.heliyon.2023.e17565
Lyubykh, Z., Gulseren, D., Premji, Z., Wingate, T. G., Deng, C., Bélanger, L. J., & Turner, N. (2022). Role of work breaks in well-being and performance: A systematic review and future research agenda. Journal of Occupational Health Psychology, 27, 470.
Mahar, S. A., Mirani, S. H., Kumar, M., Phulpoto, N. H., Pirzada, Z. A., & Hussain, A. (2020). Measuring the impact of transformational and transactional leadership style on employees performance. International Journal of Computer Science and Network Security (IJCSNS).
Odumeru, J. A., & Ifeanyi, G. O. (2013). Transformational vs. transactional leadership theories: Evidence in literature. International Review of Management and Business Research, 2(2), 355–361. https://www.irmbrjournal.com/papers/1371451049.pdf
Putri, A., Muhammadinah, M., & Shalihah, B. M. (2025). Determinant Factors of Company Value. Malacca: Journal of Management and Business Development, 2(2), 73–87. https://doi.org/10.69965/malacca.v2i2.187
Rice, J. K. (2009). The role of tenure as a moderator to work engagement and job satisfaction (Master’s thesis, San Jose State University). ScholarWorks. https://doi.org/10.31979/etd.9z4e-rweq
Robertson, G., & Markwick, C. (2009). Employee engagement: A review of current thinking. Institute for Employment Studies. https://www.employment-studies.co.uk/system/files/resources/files/469.pdf
Sentoso, A., & Muchsinati, E. S. (2024). Determining employee engagement and its influence on employee performance at holding state-owned enterprises insurance and guarantees Riau Islands region. Jurnal Manajemen dan Pemasaran Jasa, 17(1), 39–58. https://doi.org/10.25105/jmpj.v17i1.18516
Shukri, A. T., & Hamid, N. A. (2025). The Role of Emotional Marketing in Achieving Marketing Ambidexterity: An Analytical Study of Opinions from a Sample of Commercial Bank Managers in Duhok Governorate. Danadyaksa: Post Modern Economy Journal, 3(1), 61–73. https://doi.org/10.69965/danadyaksa.v3i1.196
Van Cutsem, J., Marcora, S., De Pauw, K., Bailey, S., Meeusen, R., & Roelands, B. (2017). The effects of mental fatigue on physical performance: A systematic review. Sports Medicine, 47(8), 1569–1588. https://doi.org/10.1007/s40279-016-0672-0
Copyright (c) 2025 Christina Valeria Sie, Lois Scarlet, Annisa Kusuma
This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
Authors who publish with this journal agree to the following terms:
- Authors retain copyright and grant the journal right of first publication with the work simultaneously licensed under a Creative Commons Attribution License that allows others to share the work with an acknowledgment of the work's authorship and initial publication in this journal.
- Authors are able to enter into separate, additional contractual arrangements for the non-exclusive distribution of the journal's published version of the work (e.g., post it to an institutional repository or publish it in a book), with an acknowledgment of its initial publication in this journal.
- Authors are permitted and encouraged to post their work online (e.g., in institutional repositories or on their website) prior to and during the submission process, as it can lead to productive exchanges, as well as earlier and greater citation of published work.
