¹Asrul Hadi Muhiddin, ²Muhammad Adam, ³Mukhlis

^1,2,3Management Department, Universitas Syiah Kuala

DOI : https://doi.org/10.58806/ijsshmr.2025.v4i3n16

Google Scholar Download Pdf
ABSTRACT

This study examines the impact of Leader-Member Exchange (LMX) on employee performance, with job security, job resources, and work engagement serving as mediating variables at the Banda Aceh Tax Office. The research population comprises 100 civil servants employed at the Banda Aceh Tax Office, all of whom were included as respondents through the census method. The results of the descriptive analysis indicate that LMX, job security, job resources, work engagement, and employee performance at the Banda Aceh Tax Office are at favorable levels. The direct effect analysis confirms that LMX has impact on job security, job resources, work engagement, and employee performance. Furthermore, job security and job resources are found to positively and significantly influence work engagement, while work engagement, in turn, has impact on employee performance. The findings from the indirect effect analysis reveal that job security and job resources each partially mediate the relationship between LMX and work engagement. Additionally, work engagement is identified as a partial mediator in the relationship between LMX and employee performance. Moreover, job resources and work engagement jointly function as partial mediators in the relationship between LMX and employee performance, reinforcing their significant and positive role in enhancing employee outcomes. This research contributes to management science by reinforcing JD-R Theory and SET Theory SET, emphasizing that leaders play a crucial role in shaping work environments that enhance engagement and performance. It provides empirical evidence that organizations should focus on leadership development, job security, and resource allocation to improve workforce productivity. These insights help refine leadership and organizational behavior theories while offering practical guidance for public sector human resource management.

KEYWORDS:

Leader-Member Exchange, Job Security, Job Resources, Work Engagement, Employee Performance

REFERENCES

1) Afrida, R., Adam, M., & Putra, T. R. I. (2022). The Effect Of Empowerment Leadership, Creativity Self-Efficacy, And Employee Engagement On Personnel Performance And Their Implications On Aceh Livestock Department Organizational Performance. International Journal of Business, Management and Economic Review, 5(6), 136–151. https://doi.org/http://doi.org/10.35409/IJBMER.27022.3447

2) Albrecht, S. L. (2010). Research and Practice. Handbook of Employee Engagement Perspective. In Issues. UK: MGP Books Group.

3) Altinay, L., Dai, Y. De, Chang, J., Lee, C. H., Zhuang, W. L., & Liu, Y. C. (2019). How to facilitate hotel employees’ work engagement: The roles of leader-member exchange, role overload and job security. International Journal of Contemporary Hospitality Management, 31(3), 1525–1542. https://doi.org/10.1108/IJCHM-10-2017-0613

4) Bakker, A. B., Demerouti, E., & Euwema, M. C. (2005). Job Resources Buffer the Impact of Job Demands on Burnout. Journal of Occopational Health Psychology, 10(2), 170–180. https://doi.org/10.1037/1076-8998.10.2.170

5) Breevaart, K., Bakker, A. B., Demerouti, E., & Van Den Heuvel, M. (2015). Leader-member exchange, work engagement, and job performance. Journal of Managerial Psychology, 30(7), 754–770. https://doi.org/10.1108/JMP-03-2013-0088

6) Dessler, G. (2020). Fundamentals of human resource management. Pearson.

7) Dulebohn, J. H., Bommer, W. H., Liden, R. C., Brouer, R. L., & Ferris, G. R. (2012). A Meta-Analysis of Antecedents and Consequences of Leader-Member Exchange: Integrating the Past With an Eye Toward the Future. Journal of Management, 38(6), 1715–1759. https://doi.org/10.1177/0149206311415280

8) Graen, G. B., & Uhl-Bien, M. (1995). Relationship-based approach to leadership: Development of leader-member exchange (LMX) theory of leadership over 25 years: Applying a multi-level multi-domain perspective. The Leadership Quarterly, 6(2), 219–247. https://doi.org/https://doi.org/10.1016/1048-9843(95)90036-5

9) Gupta, N., & Sharma, V. (2018). Relationship between leader member exchange (LMX), high-involvement HRP and employee resilience on extra-role performance: Mediating role of employee engagement. Journal of Indian Business Research, 10(2), 126–150. https://doi.org/10.1108/JIBR-09-2017-0147

10) Handoko, T. H. (2016). Manajemen personalia & sumberdaya manusia (2nd ed.). BPFE.

11) Khan, M. N., & Malik, M. F. (2017). “My leader’s group is my group”. Leader-member exchange and employees’ behaviours. European Business Review, 29(5), 551–571. https://doi.org/10.1108/EBR-01-2016-0013

12) Kraimer, M. L., Wayne, S. J., Liden, R. C., & Sparrowe, R. T. (2005). The Role of Job Security in Understanding the Relationship Between Employees ’ Perceptions of Temporary Workers and Employees ’ Performance. Journal of Applied Psychology, 90(2), 389–398. https://doi.org/10.1037/0021-9010.90.2.389

13) Locke, E. A. (2017). Performance appraisal under capitalism, socialism, and the mixed economy. In Performance measurement and theory (pp. 309–333). Routledge.

14) Malik, M., Mahmood, F., Sarwar, N., Obaid, A., Memon, M. A., & Khaskheli, A. (2023). Ethical leadership: Exploring bottom-line mentality and trust perceptions of employees on middle-level managers. Current Psychology, 42(20), 16602–16617.

15) Mathis, R. L., & Jackson, J. H. (2019). Human Resource Management: Personnel Human Resource Management (Ed. 15). Harvard Business Review.

16) Mendis, M. D. V. S., & Weerakkody, W. A. S. (2018). The impact of work life balance on employee performance with reference to telecommunication industry in Sri Lanka: a mediation model. Kelaniya Journal of Human Resource Management, 12(1), 72. https://doi.org/10.4038/kjhrm.v12i1.42

17) Qatmeemalmarhoon, A., Mohdnoor, K., Abdalla, M. A. D., & Musbah, A. R. (2017). Effect of motivation on employees’ performance and employees’ commitment. International Journal of Management and Applied Science, 3(9), 39–43.

18) Robbins, S. P., & Judge, T. A. (2013). Organizational Behavior (15 edition). Pearson Education.

19) Saydam, G. (2000). Manajemen Sumber Daya Manusia (Human Resources Management): Suatu Pendekatan Mikro. Djambatan.

20) Schaufeli, W. B., & Bakker, A. B. (2004). Job demands, job resources, and their relationship with burnout and engagement: A multi‐sample study. Journal of Organizational Behavior, 25(3), 293–315. https://doi.org/10.1002/job.248

21) Wang, H., Law, K. S., & Chen, Z. X. (2008). Leader-member exchange, employee performance, and work outcomes: an empirical study in the Chinese context. The International Journal of Human Resource Management, 19(10), 1809–1824. https://doi.org/https://doi.org/10.1080/09585190802323926

22) Wening, N. (2005). Manajemen Usahawan Indonesia, Jakarta: LMFE. UI.

VOlUME 04 ISSUE 03 MARCH 2025