Rozilah Abdul Aziz

Leadership Styles and Employee Satisfaction Among Police Officers at Bukit Aman: A Case Study

This research was conducted to investigate the relationship and the effects of leadership styles towards employee satisfaction among police officers at Bukit Aman, Kuala Lumpur. Data were gathered through questionnaires using convenience sampling. A correlational research design was used. A total of 300 questionnaires were collected and analysed. The findings revealed that there was a positive and significant relationship between leadership styles (Transformational r = 0.733, p < 0.01 and transactional r = 0.744, p < 0.01). Elements under transformational leadership styles (idealized influence, intellectual stimulation, inspirational motivation and individual consideration) were also tested using multiple regression analysis against employee satisfaction. It was found that inspirational motivation was the most influential factor towards employee satisfaction (β = 0.336, p < 0.01). Similarly, elements under transactional leadership (contingent reward, passive avoidant and management-by-exception) were tested against job satisfaction and it was found that contingent reward predicted employee job satisfaction (β = 0.443, p < 0.01). It is therefore recommended that the leaders in Royal Malaysian Police (RMP) should provide some types of inspiration and reward their subordinates the moment when the job was completed satisfactorily in order to produce a blissful workforce. The approach will minimize stressful working conditions and promote better interaction and interdependency among police officers.

The Influence of Employee Empowerment on Organizational Citizenship Behavior

Organizational citizenship behavior (OCB) makes an organization more effective over time and across employees. Employee empowerment is necessary for the success and survival of organizations. However, lack of trust toward employee and misunderstanding of the employee empowerment may decrease employee OCB. Hence, the main objective of this study is to examine the relationship between employee empowerment and the dimensions of OCB. This research is based on correlational research which to identify the association between empowerment and the dimensions of OCB. Convenience sampling technique was administered. 123 respondents were among the part-time of degree students from a local university. The findings indicate that there were positive and significant relationship between employee empowerment and all dimensions of OCB. The study concludes that in general, employee empowerment would increase employee work voluntarily, lessen complaints, abrest with latest information, and maintain honesty in equal work pay.

Empowering Knowledge Sharing in Business

In business, the activity of organizational learning, competitiveness and innovation is a platform to prepare and develop human capital. These platforms usually practice of knowledge sharing that believe will empower the business to high performance work practices (HPWPs). This study highlights a comprehensive literature review on how practices of the knowledge sharing embedded the activities. The discussion lead by understanding nature of knowledge sharing, process and continued with the practices of knowledge sharing. Finally, this study contributes to the strategy on how to improve the practices of knowledge sharing and perform well in business.

Verifying Measure of Supervisor-Rated Leader-Member Exchange (LMX) Relationship Using Rasch Model

An important and unique feature of leader-member exchange (LMX) theory is its emphasis on dyadic relationships. Yet, research on supervisor–subordinate relationships has shown convincingly that leaders do not behave consistently and similarly toward all subordinates. Instead, leaders form different quality relationships with their subordinates. High-quality LMX dyads exhibit a high degree of exchange in superior–subordinate relationships. Subordinates in these dyads are often given more information by the superior and reported greater job latitude. Lower-quality LMX relationships are characterized by a more traditional “supervisor” relationships based on hierarchical differentiation and the formal rules of the employment contract.

Critical Factors in Organizational Change and Employee Performance

Change is sometimes perceived as an opportunity for growth for business and sometimes as a necessary evil to survive. The purpose of this study is to examine the relationship between organizational change and employee job performance at Sabah Credit Corporation, Sabah. The organization changes in this study consist of two critical factors which are technology and structure. A total of 138 questionnaires were distributed to eight departments at Sabah Credit Corporation, currently going through a series of change. Multiple regression analysis revealed that technology and structure factors did highly support organization change and significantly affect employee job performance. It can be concluded that organizational change practiced in the organization has an effect toward employee job performance. As a result, management should be concerned with organizational change elements which lead to employee job performance. Further research is suggested in exploring emotional intelligence as a strategy for employees to embrace and manage change in the workplace.