Introduction
The subject of contract
employees' job discontent has been a research topic that has piqued the
interest of numerous scholars, like (Dunggio & Basri, 2019), who claim
that contract employees' job dissatisfaction is driven by a lack of work
motivation. According to (Diyah, 2020), if the problem of
contract employee job discontent persists, work motivation would decline,
potentially leading to more complex problems for the business. According to (Saputri, Dwityanto, & Psi, 2018),
contract employees have poorer job satisfaction than permanent staff, hence the
role of the leader is necessary to boost contract employees' work productivity.
According to (Sibasopait, 2018), one of the
characteristics that has a dominant effect on job satisfaction for professional
educators who are contract employees at universities is emotional intelligence.
These empirical findings highlight the importance of contract employee research
by linking it to important elements including leadership, work motivation, and
emotional intelligence.
This study is intriguing
since contract employees at the Faculty of Medicine, Udayana University Bali,
continue to work despite having served for decades, making it an exception when
contract employees opt to remain loyal to the organization. The first critical
aspect, leadership, is based on past studies. Employees' low job satisfaction
is caused by an unsuitable style of leadership that causes discomfort at work,
according to (Nurwijayanti, Hamzah, & Hamid, 2019).
Transformational leadership, according to research by (Labrague, Nwafor, & Tsaras, 2020);
(Luu & Phan, 2020), can improve
employee work satisfaction. As a result, the importance of leadership in
managing is essential for organizations (Riana, 2019).
Leadership is one of the
essential management functions since it can effectively and efficiently move,
empower, and guide resources toward attaining goals. In the future, the
presence of a leader will become increasingly vital in defining the
organization's vision and mission. Transformational leadership is one of the
leadership styles that can be used in companies. Transformational leadership
style, according to (Robbins; & Judge, 2015), is the
ability of a leader to influence a group toward achieving goals. The ability of
an organization's leaders to fulfill its objectives determines its success or
failure.
Motivational variables, in
addition to transformational leadership variables, are a driving element for
efforts to boost individual work satisfaction, according to (Riana, 2019). The results of direct
observations that indicate low work motivation, such as not being serious about
carrying out tasks, being less thorough, frequently making the same thing, and
poor time management, led to the estimation of the work motivation variable as
a variable that affects the job satisfaction of contract employees. The goal of
employee motivation is to ensure that they like their work. To put it another
way, high-motivated people are more likely to be satisfied at work (Slimane, 2017).
Some other aspect that contributes
to employee work satisfaction is emotional intelligence (Suleman, Syed, Mahmood, & Hussain, 2020).
According to (Goleman, 2007), emotional
intelligence, also known as emotional IQ, is one of a person's abilities to
read and understand in order to influence others via emotional application of
information. Furthermore, emotional intelligence is defined as a person's
ability to sense and interpret emotionality as a source of power and information,
according to (Miao, Humphrey, & Qian, 2018) and (Wen, Ji., Huang, Songshan (Sam)., & Hou,
2019). The determination of empathy as a factor affecting contract
employees' job satisfaction is based on direct observations that suggest low
emotional intelligence, including excessive anxiousness, stress with workload,
and fear of the organization not extending the work contract.
Emotional intelligence is a
psychiatric condition including psychological factors that can influence an
individual's ideas and actions. Emotional intelligence refers to a collection
of skills that deal with emotions and emotional data (Wen, Ji., Huang, Songshan (Sam)., & Hou,
2019). Emotional intelligence is a relatively recent phenomena in
organizational psychology, but its application is necessary since it will have
an influence on the employee's condition in deciding job happiness. The purpose
of this study is to look at how transformational leadership, motivation, and
emotional intelligence affect employee satisfaction level. The goal of this
research was to see how transformational leadership, work motivation, and
emotional intelligence affected job satisfaction of employees.
Method
Explanatory quantitative research uses this study design.
The sample population for this study were contract employees of the Faculty of
Medicine at Udayana University Bali, with a total of 70 contract employees in
the RR Unud Building. The sample was taken using the census sampling technique.
The data for this study was gathered using (a) questionnaires, which are ways
of gathering that entail asking respondents a few structured written questions
about the various variables being studied; and (b) interviews, which entail
asking direct questions and receiving direct answers from respondents in order
to obtain more accurate and complete data regarding much farther explanations
of the questionnaires that have been dispersed. Multiple regression analysis
was employed as the method of analysis.
Results
and Discussion
1. Characteristics
of Respondents
The data for this study came
from surveys sent to 70 contract employees, but only 60 of them were evaluated
because many of the questionnaires' results were inaccurate or never returned.
The following are the main characteristics of respondents by gender, age level,
education, employee status, length of work, and marital status.
Women account for 35 people,
or 58.3 percent, of the characteristics of responses gender based. While males
own the remaining 25 people (41.7%), this statistic indicates that women are
more interested in working as contract employees than men. Employees aged 31-40
years make up the majority of responders, accounting for 32 out of a total of
53.3 percent. 38.3% of employees are between the ages of 41 and 50. These findings
suggest that contract personnel at Udayana University's Faculty of Medicine are
considered successful.
Workers with a bachelor's
degree account for 36 percent of the respondents, or 60 percent, followed then
employees with a high school diploma, who account for 13 percent of
respondents, or 21.7 percent. Employees with a junior high school diploma, a
diploma, and a master's degree make up the rest. The preponderance of employees
with a bachelor's degree demonstrates the correlation between the competences
required for an organization and the amount of education required to attain
organizational objectives. The majority of contract employees at Udayana
University's Faculty of Medicine are married, according to their marital
status.
The service time category
reveals that the percentage of new contract recruiting and selecting employees
in the last five years has dropped, with only 1.7 percent having a service
period of less than 5 years. The work period between 5 and 10 years accounted
for 31.7 percent (19 persons), while the job period among 11 and 15 years
accounted for 45.0 percent. These two groupings of years of service were the
most prevalent in this study. While only three persons revealed that it only a
few contract employees continued to serve the firm between 21 and 25 years,
statistically it is also connected with low job satisfaction.
2. Description
of Research Variables
Based on the calculated of
4.18, transformational leadership is judged to have excellent leadership. With
a mean of 4.35, the indicator that gets the most responses is the supervisor's
ambitious to a task. Meanwhile, with just an average of 4.08, the states that
had the lowest response were that superiors paid attention to building the
careers of subordinates, showing that little management attention was provided
to the professions of contract employees, resulting in the rise of unhappiness.
These findings reveal that the leadership at Udayana University's Faculty of
Medicine demonstrates transformational leadership by demonstrating strong
dedication, being able to motivate, and inspiring contract staff to work well
in accordance with their obligations.
Looking at the average value
(mean) of 4.55, the work motivation of contract employees at Udayana
University's Faculty of Medicine is regarded very high. With just an average of
4.63, the indication for measuring work motivation that receives the greatest
response on the work order with the expectation of victory in work. However,
the indication of functioning well with coworkers receives the lowest answer,
with an average of 4.42, indicating discord in interaction with coworkers,
which leads to discontent at work. These findings suggest that expectations for
achievement in their field of work drive the work motivation of contract employees
at Udayana University's Faculty of Medicine.
Depending on a mean score of
4.15, contract employees at Udayana University's Faculty of Medicine show a
high level of emotional intelligence. With just an average of 4.33, the signal
that employees can make acquaintances from various backgrounds receives the
most responses. However, the indication that employees can think straight even
under pressure has the lowest answer, with an average of 3.95, indicating the
employee's low capacity to manage his emotions when faced with harsh work
conditions. This can be avoided by training remaining cool in stressful
situations. These findings suggest that contract employees' emotional
intelligence is more important than their ability to make friends with
coworkers from other backgrounds.
Overall mean score of job
satisfaction for contract employees of the Faculty of Medicine at Udayana
University is 3.99, indicating that they are pleased with the evaluation of the
work outcomes. The indication with the highest reaction on the I indication has
a chance to advance by an average of 4.18 points in this assignment. Having the
option to try their own manner of performing work earned the lowest score, with
an average of 3.73, indicating that contract employees did not try to experiment
in trying various methods of completing work to attain better outcomes. Study
findings show that contract employees at Udayana University's Faculty of
Medicine had a high level of job satisfaction, with an average rating of 3.99.
3. Multiple
Linear Regression Analysis
The transformative leadership
variable has a coefficient of determination of 0.407. These results show that
transformational leadership variables have a favorable and significant impact
on work satisfaction. This can be read as a rise in transformative leadership,
which will result in higher job satisfaction. The work motivation variable has
a coefficient of determination of 0.238. These coefficients show that work
motivation variables and job satisfaction have a positive and substantial
association. This can be regarded as a rise in job satisfaction resulting from
increased work motivation. The emotional intelligence measure has a regression
coefficient of 0.160. These coefficients show that emotional intelligence
traits and work satisfaction have a positive and substantial association. This
can be understood to mean that improving emotional intelligence will improve
job satisfaction.
Using t-test is used to see
if transformational leadership, motivation, and emotional intelligence have an
impact on contract employees' job satisfaction. The proposed hypothesis is
accepted or rejected based on the results of this t-test. The t-test was
performed by comparing each independent variable's t-significance value with a
significant level (sig.) = 0.05. (5 percent). The significantly larger of t
independent variables relative to the study significance value (Sig.) = 0.05.
Transformational leadership
had a strong positive effect on job satisfaction of contract employees at the
Faculty of Medicine, Udayana University, with a coefficient of determination of
(b1 = 0.407), a t-count of 4.784, and a significance level of 0.000. It implies
that the transformational leadership variable has a positive and significant
impact on contract employees' job satisfaction at Udayana University's Faculty
of Medicine, or that the H1 hypothesis is supported.
Motivation does have a
positive and substantial effect on job satisfaction of contract employees at
the Faculty of Medicine, Udayana University, with a coefficient of
determination (b2 = 0.238), t count of 2.296, and a significance level of
0.025. It means that the motivation variable has a significant and positive
impact on contract employees' job satisfaction at Udayana University's Faculty
of Medicine, or that the H2 hypothesis is supported.
Emotional intelligence does
have a positive and substantial effect on job satisfaction of contract
employees at the Faculty of Medicine, Udayana University, with a coefficient of
determination (b3 = 0.160), t count of 2.267, and a significance level of
0.027. It means that the emotional intelligence variable does have a positive
and significant impact on contract employees' job satisfaction at Udayana
University's Faculty of Medicine, or that the H3 hypothesis is supported.
Conclusion
Transformational leadership has a favorable and
significant impact on contract employees' job satisfaction. Udayana University
will help to raising the employment happiness of contract employees by
improving the transformational leadership applied to the Faculty of Medicine.
These findings are consistent with studies conducted by (Sun, Gergen, Avila, & Green, 2016);
(Chan, 2019); and (Mufti, Xiaobao, Shah, Sarwar, & Zhenqing,
2020), who discovered that leaders who consistently pay attention to
the requirements of employees and connect with all levels of employees within
the organization can boost employee happiness.
Transformational leadership style is defined as a typical
leader's pattern of behavior while inspiring workers, as well as what a leader
decides to do and how he behaves in persuading group members. In a corporation,
the most effective transformational leadership style can boost productivity,
job happiness, and company growth. This is in line with the descriptive
analysis, which shows that the leader at the Faculty of Medicine, Udayana
University demonstrates transformational leadership by demonstrating high
commitment, motivating employees to follow procedures, and inspiring contract
employees to increase innovation and creativity in carrying out its duties. It
is possible to improve the job happiness of contract employees at Udayana
University's Faculty of Medicine using this transformative leadership.
The results of this study suggest that motivation has a
favorable and substantial effect on contract employees' job satisfaction.
Increased work motivation will result in increased job satisfaction among
contract employees. These findings are consistent with studies conducted by
Yamsul et al., 2013 and Hutabarat et al., 2014; Kartono et al., 2020 discovered
that employees with high desire are more likely to feel job satisfaction.
Motivation, according to (Riana, 2019), can be a dynamic force
capable of engaging employee cognition. Employees will be directed to just be
able to carry out their responsibilities in accomplishing goals with full
awareness, excitement, and responsibility if they are motivated. Work
motivation has been defined as something which inspires or motivates people to
work. This is in line with the data analysis, which demonstrates that hopes for
achievement in the area of employment dominate the work motivation of contract
employees at Udayana University's Faculty of Medicine.
Emotional intelligence has a favorable and considerable
impact on contract employees' job happiness. The results of this study suggest
that the higher the emotional intelligence of contract employees, the higher
their job happiness will be. These findings support Rai and Tandon's (2018)
research, which demonstrated a link between emotional intelligence and job
happiness. Illyas and Abdullah
(2016) identified a link between emotional intelligence and job
satisfaction. Emotion are a natural element of human psyche, and emotional
intelligence is commonly linked with them in today's society. Intelligence is
crucial for obtaining personal success, particularly work success. The ability
of contract employees of the Faculty of Medicine, Udayana University, to form
friends with coworkers from different backgrounds is more indicative of their
emotional intelligence, according to this set of high - level research.
On the other hand, transformational leadership has a big
and beneficial impact on job satisfaction. The findings suggest that the more
transformational leadership style is used, the higher the job satisfaction of
contract employees will be. Job satisfaction is influenced by work motivation
in a favorable and meaningful way. These findings suggest that increased employee
motivation can help employees feel more satisfied at work. Job satisfaction is
influenced by emotional intelligence in a good and meaningful way. These
findings suggest that people with high emotional intelligence are much more
likely to be satisfied at work.
Superior officers have a low indication. Because it is an
evaluation for the organization to pay attention to creating the careers of
superiors, it is expected that leadership will pay particular attention to the
careers of contract employees, as well as attempts to improve careers and
skills by looking at potential accomplishments and formative needs of
employees, in order to boost contract employee job satisfaction. Respondents
rate the indicator of working well with colleagues as very low, indicating that
efforts are needed to boost employee motivation, with the management
prioritizing improvement on social needs criteria. Where social needs can be
met by having bosses or coworkers pay more attention to them. The poor
indication that people can think effectively even when under stress highlights
the significance of maintaining employees' emotional intelligence, which can be
accomplished by management through emotional intelligence education or
workshops.
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