Servant Leadership, Personnel’s Job Satisfaction: The Role of Organizational Culture and Human Resources Practices
Servant Leadership, Personnel’s Job Satisfaction: The Role of Organizational Culture and Human Resources Practices

Summary/Abstract: This study aims to develop an empirical model of the influence of servant leadership on personnel’s job satisfaction by proposing human resources practices and organizational culture as mediating variables. A tiered survey was conducted to 358 personnel of South Jakarta Metropolitan Resort Police in 2018, using quantitative approach and Structural Equation Model (SEM) analyst. The results of this study show that not all hypotheses are accepted but the hypothesis of leadership effect on the personnel satisfaction and human resources practices as well as the hypothesis of the influence of the human resources practices on personnel satisfaction, which both are proved to be accepted and significant. This proves that organizational culture variable with all of its indicators and its low loading factor loading is not able to act as a mediating variable, while the variable of human resources practices with their indicators, which are planning, recruitment, training, participation, performance appraisal, and compensation, have high loading factor and can act as mediating variable.

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