International Journal of Engineering Business
and Social Science
Vol. 1 No. 06, July-August 2023, pages: 682-692
e-ISSN: 2980-4108, p-ISSN: 2980-4272
https://ijebss.ph/index.php/ijebss
682
The Effect of Organizational Justice and Leader-Member Exchange
on Employee Performance Through Organizational Commitment at
PT Bolon Jaya Karya
Ina Namora Putri Siregar
1
, Noni Rozaini
2
, Muzalifah
3
, Lina Wati
4
, Noni Jernidar Fittoria Waruwu
5
,
Cindy Tionar Marisa Simanjuntak
6
1,3,4,5,6
Universitas Prima Indonesia
2
Universitas Negeri Medan, Indonesia
Keywords
Abstract
Organizational Justice,
Leader-Member
Exchange, Organizational
Commitment and
Employee Performance
The research was conducted on employees at PT. Bolon Jaya Karya (BJK), the purpose
of this study is to find out organizational justice, leader member exchange and
organizational commitment affect employee performance, to find out organizational
justice and leader member exchange affect organizational commitment, for
organizational commitment to be able to mediate between organizational justice and
leaders member exchange on employee performance at PT Bolon Jaya Karya. The
research uses quantitative data, with data analysis techniques carried out associatively,
and data analysis techniques using Smart PLS. The results showed that organizational
justice, leader member exchange and organizational commitment had an effect on
employee performance, and organizational justice and leader member exchange partially
had an effect on organizational commitment, organizational justice had an effect on
employee performance through organizational commitment and leader member
exchange had a positive and significant effect on employee performance through
organizational commitment.
© 2023 by the authors. Submitted
for possible open access publication
under the terms and conditions of the Creative Commons Attribution (CC BY SA)
license (https://creativecommons.org/licenses/by-sa/4.0/).
1. Introduction
Businesses can succeed in a competitive environment. The performance of each employee has a major impact
on the progress of the company. The yardstick for evaluating a company's ability to foresee competitive losses is the
management of its resources, including human, financial, and other physical assets (Samsuni, 2017).
Organizational justice, which is a general notion of what is fair in the workplace and is found through the
Leader Member Exchange, is one that has an impact on employee performance (dalam Sudarmanto, 2015). A person's
dedication to a group or business is often a very important factor. Because of how important this is, certain companies
often use the facet (Wijanto, 2013).
IJEBSS e-ISSN: 2980-4108 p-ISSN: 2980-4272 683
IJEBSS Vol. 1 No. 06, July-August 2023, pages: 682-692
In the preliminary research conducted at PT Bolon Jaya Karya, according to survey findings, communication
between superiors and subordinates only occurs irregularly, once every month. The leader then shows preference by
treating his subordinates differently (Rossiandy & Indradewa, 2023). Many employees as a result fail to meet the work
goals set by the organization. One of the problems that occurred at PT Bolon Jaya Karya was the problem of leader
member exchange (LMX), where the performance of workers did not meet the expectations of their superiors because
workers did not respect them. The leader member exchange (LMX) problem is not the only one, PT Bolon Jaya Karya
has insufficient work capacity as well, which makes it difficult for employees to satisfy their superiors with their
performance (KANT et al., 2022). The tendency of decreased employee performance is a result of this phenomenon.
In addition, some employees lack discipline at work, as seen from the presence of several people who arrive late to
work, thereby increasing the amount of work that must be completed. This suggests that the staff is not paying attention
while doing their job, which results in substandard output.
Hence this title is "The Influence of Organizational Justice and Leader Member Exchange on Employee
Performance Through Organizational Commitment at PT Bolon Jaya Karya".
Problem formulation in this study How does organizational justice influence employee performance at PT
Bolon Jaya Karya? How does the leader member exchange influence employee performance at PT Bolon Jaya Karya?
How does organizational justice influence organizational commitment at PT Bolon Jaya Karya? How does the leader
member exchange influence organizational commitment at PT Bolon Jaya Karya? How does organizational
commitment influence employee performance at PT Bolon Jaya Karya? How is organizational commitment able to
mediate the effect of organizational justice on employee performance at PT Bolon Jaya Karya? How is organizational
commitment able to mediate the effect of leader member exchange on employee performance at PT Bolon Jaya Karya?
2. Materials and Methods
Deductive reasoning is applied in the research process, and research is quantitative and descriptive in nature.
Researchers used a quantitative descriptive research methodology for this investigation. (Sugiyono, 2018) is a statistic
that explains the subjects in research to draw conclusions. Explanatory descriptive research is what is used.
Explanatory study is defined as research that tries to examine the causes and effects between variables, according to
(Zulganef, 2013). PT Bolon Jaya Karya has its address at Jalan K.L Yos Sudarso No. 88, Ward VII, Simp. Office, Ex.
Martub. Research will start from August 2022 until a predetermined time. The population, from Sugiyono (2017:80),
provides an explanation of all the objects used as research. The population is 98 employees of PT Bolon Jaya Karya.
(Sujarweni, 2015) claims that the sample embodies various characteristics possessed by the population that is used as
the research subject. Sempel as many as 98 employees. The type and source of data is primary, which is collected
through the distribution of questionnaires (questionnaire) as part of data collection. The company PT Bolon Jaya
Karya provides secondary sources.
3. Results and Discussions
A. Descriptive Statistical Analysis.
1. Overview of PT. Bolon Jaya Karya (BJK)
PT. Bolon Jaya Karya (BJK) is a service company that has established a non-security business that provides
procurement and management of security guards through the security services sector. In addition, this company is also
engaged in manpower distribution services in the field of office boy/girl services, labor, loading and unloading
(loading), parking system, housekeeping and special services according to client needs.
2. Respondent
Table 1. Characteristic respondents based on gender
No
Category
Total Respondents
Percentage (%)
1
Male
65 people
65%
2
Female
33 people
34%
Total
98 people
100%
Source: the result of processed primer data.2023
684 e-ISSN: 2980-4108 p-ISSN: 2980-4272 IJEBSS
IJEBSS Vol. 1 No. 06, July-August 2023, pages: 682-692
It can be explained that the characteristics of gender show the majority of male participants in the study with
65 respondents (66%) compared to 33 women (34%), which indicates that men constitute the majority of individuals
employed by PT. Employees of Bolon Jaya Karya (BJK).
Table 2. Characteristic respondents based on age
No
Category
Total Respondents
Percentage (%)
1
Under 21 year
9 people
9%
2
21-30 year
46 people
47%
3
31-40 year
23 people
24%
4
41 year plus
20 people
20%
Total
98 people
100%
Source: the result of processed data.2023
The age distribution of the respondents is visible, with people aged 21 and 30 years being the largest age
group with 46 respondents (47%), followed by respondents between the ages of 31 and 40 with 23 respondents (24%).
Table 3. Characteristic respondents based on Education
No
Category
Total Respondents
Percentage (%)
1
High school
45 people
46%
2
Diploma-3
13 people
13%
3
Under graduated
21 people
21%
4
Postgraduate
19 people
19%
Total
98 people
100%
Source: the result of processed data.2023
In the chart above, respondents are sorted by their level of education, with SMA respondents making up the
largest group (46% of respondents), followed by respondents with a bachelor's degree (21%).
3. Respondents' Explanation of Research Variables
IJEBSS e-ISSN: 2980-4108 p-ISSN: 2980-4272 685
IJEBSS Vol. 1 No. 06, July-August 2023, pages: 682-692
Based on studies conducted on the responses of respondents who agree that how justice is administered
through distributing questionnaires has a significant impact that can determine how good performance is.
According to a study conducted on the opinions expressed by people claiming that the Leader Member
Exchange (LMX) has a major impact that can change how well employees perform as a result of survey deployments.
686 e-ISSN: 2980-4108 p-ISSN: 2980-4272 IJEBSS
IJEBSS Vol. 1 No. 06, July-August 2023, pages: 682-692
According to a study based on responses to a given questionnaire, organizational dedication has a large impact
on how well personnel perform.
4. Measurement ModelsOuter Model
a. Validity
Many research variable indicators are known to have external loading values or loading factors > 0.5 based
on the table above.
IJEBSS e-ISSN: 2980-4108 p-ISSN: 2980-4272 687
IJEBSS Vol. 1 No. 06, July-August 2023, pages: 682-692
According to Ghozali (2018), the outer loading value is between 0.5 and 0.6, so the data is valid and can be
tested for further research (Ghozali & Latan, 2015).
b. Reliability and Validity
The Composite Reliability value is above > 0.6, so it can be said to be Real. The Cronbach Alpha value is >
0.7, so the variable has strong validity and reliability, and the indicator is declared to meet these criteria.
5. Structural Models Inner Model
688 e-ISSN: 2980-4108 p-ISSN: 2980-4272 IJEBSS
IJEBSS Vol. 1 No. 06, July-August 2023, pages: 682-692
a. R-Square
Conclusion: The ability of organizational justice and the exchange of leadership members on employee
performance is 59.2% which is in the medium group, according to the test, where the R-Square model line 1 = 0.592.
The ability of organizational justice and the exchange of leadership members towards organizational commitment is
54% in the middle group according to the R-Square model for line 2 = 0.540.
b. F-Square
It was explained that:
1. Organizational justice has little impact on organizational commitment
2. LMX had a moderate impact on organizational commitment
3. Organizational justice has little impact on performance
4. LMX have little impact on performance
5. Organizational commitment has little impact on performance
c. Mediation Effect
1. Direct Influence
It was explained that:
a. Organizational justice to performance, probability 0.040<0.05 has a significant effect.
b. Justice organization to commitment organization, probability 0.002<0.05 has a significant effect.
c. LMX to performance, the probability of 0.007> 0.05 has a significant effect.
d. LMX to organizational commitment, probability 0.000<0.05 has a significant effect.
a. Organizational commitment to employee performance with a probability of 0.002<0.05 has a significant
effect.
IJEBSS e-ISSN: 2980-4108 p-ISSN: 2980-4272 689
IJEBSS Vol. 1 No. 06, July-August 2023, pages: 682-692
Figure 3. Mediation Effect
2. Indirect Influence
It was explained that:
a. Organizational justice to performance through organizational commitment, probability 0.013<0.05
means that organizational commitment mediates organizational justice to performance.
b. LMX on performance through organizational commitment, probability 0.031 <0.05 means
organizational commitment mediates leader-member exchange to performance.
c.
3. Total Effect
690 e-ISSN: 2980-4108 p-ISSN: 2980-4272 IJEBSS
IJEBSS Vol. 1 No. 06, July-August 2023, pages: 682-692
It was explained that:
a. Organizational justice to performance, probability 0.005<0.05 has a significant effect
b. Justice organization to commitment organization, probability 0.002<0.05 has a significant effect
c. LMX to performance, probability 0.000<0.05 has a significant effect
d. LMX to Organizational Commitment, probability 0.000<0.05 has a significant effect
e. Organizational commitment to performance, probability 0.002<0.05 significant influence
Discussion
The Effect of Organizational Justice on Employee Performance
PT Bolon Jaya Karya's organizational justice policy has an impact on employee performance, as can be seen
from the total effect value of 0.317 and a significance of 0.005 <0.05. The findings show that organizational justice
significantly and beneficially affects the performance of employees of PT Bolon Jaya Karya (Jennifer & Gareth, 2012).
Organizational justice is one of the internal problems faced by companies and cannot be separated from this
problem (Wijaya, 2017). Organizational justice is related to the sense of fairness that is felt by people who work in a
place or vice versa. (2011) Noe et al. According to (Kristanto, 2015) and Sulistyo and Yunus (2016) found a
relationship between organizational fairness and increased performance.
Influence LMX Against Employee Performance
LMX has a total effect value of 0.352 and a significance of 0.002 <0.05 as a result of its influence on the
performance of PT Bolon Jaya Karya. According to research findings, staff performance at PT Bolon Jaya Karya is
influenced favorably by the exchange of leader members.
Employee performance can be improved by how they perceive LMX. These findings indicate that increasing
LMX can improve worker performance. 2013 (Frans-Agustinus, 2013). According to research (Alikasari &
Suharnomo, 2017), LMX has an effect on performance. According to (Kartika & Suharnomo, 2016), LMX has an
effect on performance.
The Effect of Organizational Commitment on Employee Performance
At PT Bolon Jaya Karya, organizational commitment has an impact on employee performance, as seen from
the total effect of 0.334 and a significance of 0.002 <0.05. According to research findings, organizational commitment
to PT Bolon Jaya Karya has an effect on performance.
Researcher (Putrana, et al, 2016), organizational commitment refers to being able to support workers towards
the organization, the intention for employees to stay, the will and desire to be part. organization. Findings ((Nawawi,
2013); (Jufrizen et al., 2017) show that organizational commitment affects performance.
The Effect of Organizational Justice on Organizational Commitment
PT Bolon Jaya Karya's organizational commitment is influenced by organizational justice with a total effect
value of 0.352 and a significance of 0.002 <0.05. Research findings, organizational justice significantly and
beneficially affect the organizational commitment of PT Bolon Jaya Karya.
Putra & Indrawati's findings (2018) that organizational justice affects organizational commitment (Putrana et
al., 2016). This proves that a company will have highly committed staff if it treats its workers fairly. (Kristanto, 2015)
and Sulistyo and Yunus (2016) organizational justice affects commitment in the organization.
Influence Leader Member Exchange Against Organizational Commitment
LMX this is in line with PT Bolon Jaya Karya's organizational commitment with a total effect value of 0.450
and a significance of 0.000 <0.05. Research findings, the exchange of leader members affects the organizational
commitment of PT Bolon Jaya Karya.
Griffin (2014) defines LMX as a series of relationships between above and below. LMX occurs due to the
limited time that superiors have to interact with each subordinate in the organization where they work. Strong leader
member exchange (LMX) can increase employee involvement in the organization, according to research by Suhermin
(2012). Leader member exchange (LMX) has a beneficial impact on organizational commitment, according to Hsieh's
research (2012) LMX has an effect on performance (Chiang & Hsieh, 2012).
The influence of organizational justice on employee performance through organizational commitment
Through organizational commitment to PT Bolon Jaya Karya, organizational justice affects performance. The
value is 0.118 and the significance is 0.013 <0.05. From the research findings, organizational justice at PT Bolon Jaya
Karya affects performance through organizational commitment.
IJEBSS e-ISSN: 2980-4108 p-ISSN: 2980-4272 691
IJEBSS Vol. 1 No. 06, July-August 2023, pages: 682-692
Workplace justice is perceived fairness for one's actions compared to the actions of one's superiors. The
chances of these workers having a good job and a high level of dedication are greatly increased if the company treats
its employees fairly and offers adequate salary and job guarantees.
Influence leader member exchange on employee performance through Organizational commitment
LMX effect on employee performance through organizational commitment at PT Bolon Jaya Karya, a value
of 0.150 and a significance of 0.031 <0.05. From the research findings, LMX influences employee performance
through organizational commitment at PT Bolon Jaya Karya.
Employees receive assignments from the Leader Member Exchange (LMX) based on their job. Jobs are
provided for the performance of employees in the organization by the exchange of leader members. Employee
performance can be used to measure whether their efforts are successful or not. Employees who are dedicated to the
company will work hard, which will certainly affect the leader member exchange (LMX) they receive. If an employee
performs effectively, good leadership assignments and member exchanges will be assigned to them (Achua & Lussier,
2013). Conversely, employee performance will decrease if they are not committed to the company, which will have an
impact on the leader member exchange (LMX).
4. Conclusion
In this study it can be concluded that organizational justice affects the performance of employees of PT Bolon
Jaya Karya. LMX affects the performance of employees of PT Bolon Jaya Karya. Organizational commitment affects
the performance of employees of PT Bolon Jaya Karya. Organizational justice influences PT Bolon Jaya Karya's
organizational commitment. LMX affects the organizational commitment of PT Bolon Jaya Karya. Organizational
justice affects employee performance through PT Bolon Jaya Karya's organizational commitment. LMX influences
employee performance through organizational commitment
Suggestions in this research are that employees are required to take personal action, that is, they are expected
to continue working to present themselves as people who are aware of their motivation to be able to produce work to
the fullest. A trigger boss to actively participate in any activity or work group, enabling them to be a role model for
staff and a motivator who can constantly offer encouragement and guidance to employees in any group assignment.
Employees actively participate in the progress of the organization by offering useful suggestions, thoughts or ideas,
which improve the performance of employees and the company. Because there are still many employees who have the
desire to quit their jobs, the organizational commitment developed at PT Bolon Jaya Karya is currently only quite high.
In order to encourage employee organizational commitment to carry out their duties and continue to survive or serve
in their work, an emotional approach to employees must be used. To prevent a decrease in employee performance,
corporations are required to pay attention to and assist employees who experience difficulties in carrying out their
work.
5. References
Achua, C. F., & Lussier, N. R. (2013). Effective leadership 5th international edition. Canada: South Western
Cengage Learning.
Chiang, C.-F., & Hsieh, T.-S. (2012). The impacts of perceived organizational support and psychological
empowerment on job performance: The mediating effects of organizational citizenship behavior. International
Journal of Hospitality Management, 31(1), 180–190.
dalam Sudarmanto, J. M. (2015). Kinerja dan Pengembangan Kompetensi Sumber Daya Manusia. Cetakan Ketiga.
Frans-Agustinus, F.-A. (2013). Pengaruh Leader Member Exchange dan Pemberdayaan Melalui Mediasi Komitmen
Organisasional Terhadap Kinerja (Studi Pada Kantor Notaris di Propinsi Jawa Tengah). Serat Acitya, 2(2),
134.
Ghozali, I., & Latan, H. (2015). Partial least squares konsep, teknik dan aplikasi menggunakan program smartpls 3.0
untuk penelitian empiris. Semarang: Badan Penerbit UNDIP.
Jennifer, G., & Gareth, R. J. (2012). Understanding and managing organizational behavior. By Pearson Education,
Prentice Hall, New Jersey, USA.
692 e-ISSN: 2980-4108 p-ISSN: 2980-4272 IJEBSS
IJEBSS Vol. 1 No. 06, July-August 2023, pages: 682-692
Jufrizen, J., Lumbanraja, P., Salim, S. R. A., & Gultom, P. (2017). The effect of compensation, organizational
culture and islamic work ethic towards the job satisfaction and the impact on the permanent lecturers.
KANT, S., Adula, M., & Birbirsa, Z. A. (2022). Systematic Literature Review on Human Resource Management
Effect on Organization Performance. Asian Journal of Social and Humanities, 1(03), 132–147.
Kartika, D., & Suharnomo, S. (2016). Pengaruh Pertukaran Pemimpin-Anggota (LMX) Terhadap Kinerja Karyawan
Dengan Kepuasan Kerja Dan Keterlibatan Karyawan Sebagai Variabel Mediasi (Studi Pada Hotel Bahari Inn
Tegal. Diponegoro Journal of Management, 5(2), 47–60.
Kristanto, H. (2015). Keadilan organisasional, komitmen organisasional, dan kinerja karyawan. Jurnal Manajemen
Dan Kewirausahaan, 17(1), 86–98.
Nawawi, I. (2013). Budaya organisasi kepemimpinan dan Kinerja. Jakarta: PT. Fajar Iterpratama Mandiri, 12(1).
Putrana, Y., Fathoni, A., & Warso, M. M. (2016). Pengaruh kepuasan kerja dan komitmen organisasi terhadap
organizational citizenship behavior dalam meningkatkan kinerja karyawan pada PT. Gelora Persada
Mediatama Semarang. Journal Of Management, 2(2).
Rossiandy, Y., & Indradewa, R. (2023). The Influence of Self-Efficacy on Job Satisfaction, Organizational
Commitment, Motivation and Job Performance in Private School Teachers. Asian Journal of Social and
Humanities, 1(10), 632–649.
Samsuni, S. (2017). Manajemen sumber daya manusia. Al-Falah: Jurnal Ilmiah Keislaman Dan Kemasyarakatan,
17(1), 113–124.
Sugiyono. (2018). Prof. Dr. Sugiyono. 2018. Metode Penelitian Kuantitatif, Kualitatif, dan R&D. Bandung: Alfabeta.
Prof. Dr. Sugiyono. 2018. Metode Penelitian Kuantitatif, Kualitatif, Dan R&D. Bandung: Alfabeta.
Sujarweni, V. W. (2015). Metodologi penelitian bisnis & ekonomi. Yogyakarta: Pustaka baru press.
Wijanto, E. (2013). Pengaruh Leader Member Exchange Terhadap Kepuasan Kerja, Motivasi Kerja dan Komitmen
Organisasional Karywan Departemen Penjualan Pada PT. X. Agora, 1(1), 627–636.
Wijaya, C. (2017). Perilaku organisasi.
Zulganef, M. (2013). Metode Penelitian Sosial dan Bisnis. Yogyakarta: Graha Ilmu.
