Volunteerism as Mediating Variables of Relationship between

Transformation of Leadership and Organizational Commitment with

Managerial Perceptions as Moderating Variables:

Study on Non-government Organization in East Java

Syihabudhin

, Afwan Hariri Agus Prohimi, Achmad Murdiono

Universitas Negeri Malang

Keywords: Managerial Perceptions, Organizational Commitment, Transformational Leadership, Volunteerism.

Abstract: This research aims to identify a correlation between volunteerism (X2) as mediation variable for

transformational leadership (X1) and organizational commitment (Y) by managerial perception (X3) as a

moderate variable. These data was performed by giving questionnaires on each variable, performing

transformational leadership by Bass and Avolio’s (1995), using organizational commitment questionnaire

(OCQ) from Mowday et al. (1979), volunteerism which developed by Omoto and Snyder (1995), and

managerial perception which developed and modified by Geroy (2000). This research using the saturating

sample for sampling technique included Non-Government Organization (NGO) in East Java, such as

Malang Corruption Watch (MCW), Lembaga Bantuan Hukum (LBH) Surabaya, Kontras Surabaya, and

WALHI East Java. This research showed that transformational leadership well correlated for volunteerism.

Nevertheless, volunteerism cannot well be supported for organizational commitment. The correlation

between volunteerism and organizational commitment could be stronger by managerial perceptions, but it

could not increase the significance value.

1 INTRODUCTION

The existence of non-profit organizations that grew

rapidly in Indonesia after the reform era as a

consequence of an increasingly open democratic

system. The organization developed from previously

oriented aspects of public services (government

organizations) and socially oriented into various

designations such as non-governmental

organizations (Non-Government Organizations),

Non-Governmental Organizations (NGOs) and even

in more idealistic concepts emerged the term Civil

Society Organizations (CSO). According to the

categorization proposed by Unerman and O'Dwyer

(2006) NGOs are organizations outside the

government, but not commercial organizations. The

new form of various non-profit organizations is a

forum for various businesses that support the ideals

of community strengthening in a democratic system.

Non-profit organizations have goals as non-profit

organizations that focus on conducting advocacy and

operational activities related to social, political and

economic issues, including equality, education,

health, environmental protection and human rights

(Teegen, et al., 2004).

The study of non-profit organizations developed

from philanthropic research. Nonprofit organizations

initially engaged in philanthropy (Serrano, 1994).

Andrews (1956) wrote a book about philanthropic

institutions which became some of the initial

references in the study of nonprofit organizations to

the present. The development of these non-profit

philanthropic institutions furthermore requires good

management and management of institutions or

organizations. Anheier (2005: 243) asserted that the

concept of nonprofit management has followed the

concept of the business world.

This research will not further examine the

existence of the various organization. In the

management perspective, there are different

characteristics between profit organizations and

nonprofits. Nonprofit organizations have unique

characteristics outside their goals that are not profit

oriented as corporate organizations. The main

characteristics of NGOs include providing charitable

assistance and voluntary services based on values

(Sinaga, 2007). Even in its development, although

Syihabudhin, ., Prohimi, A. and Murdiono, A.

Volunterism as Mediating Variables of Relationship between Transformation of Leadership and Organizational Commitment with Managerial Perceptions as Moderating Variables: Study on

Non-government Organization in East Java.

DOI: 10.5220/0008786902850292

In Proceedings of the 2nd International Research Conference on Economics and Business (IRCEB 2018), pages 285-292

ISBN: 978-989-758-428-2

285

NGO activities are increasingly professional, the

principles of attaching importance to others and

volunteering are still dominant (Sinaga, 2007). The

characteristics of volunteerism in NGOs are

reinforced by Exley and Terry (2017), that models of

traditional incentives, such as wage salaries and so

on are not effective in encouraging voluntary

emergence, even limiting the potential for

volunteerism.

Mintarti (in Lukitasari, 2014) states that NGOs

are still required to be able to work professionally,

transparently and accountably despite voluntary

work. This means that the management of NGOs

still refers to the patterns of profit management

organizations. Human resources which are an

important component for NGOs must be able to be

managed well in order to be able to contribute to the

organization. The management is based on the

demand to be able to find, develop and maintain the

potential for voluntary human resources.

Volunteerism is the activity of giving free time to

provide assistance to other people, groups, or an

organization. (Wilson, 2000). One of the motivations

of someone to be a volunteer is to help others (Clary

and Snyder, 1999; Dwyer et al., (2013) found that

volunteerism will emerge and strengthen when there

is an increase in the meaning of work and high-

quality team relationships. The high-quality team

proved to mediate the relationship between

transformative leadership and volunteerism in the

research of Dwyer et al., (2013). Thus, the

transformational leadership factor in NGOs has a

role in fostering and strengthening NGO HR

volunteerism.

The strong volatility of NGO human resources

has become an important capital for the

implementation of NGO roles in carrying out its

vision and mission. NGOs need more than just the

performance of their human resources, but a

commitment is also needed in order to maintain the

sustainability of the NGO movement. Jain (2015),

shows that motives for volunteerism cause positive

and negative relationships on various commitment

dimensions and Organizational Citizenship Behavior

(OCB).

Other findings indicate that managers can

distinguish their perceptions of affective and

ongoing commitment from altruism, compliance,

and job performance. Managers' affective

commitment is judged to be positively related to the

managerial assessment of potential employees.

Conversely, ongoing commitments assessed by

managers are negatively related to managerial

potential assessments, promotability, and meeting

employee demands (Shore et al., 1995).

Research conducted by Geroy et al. (2000)

shows that responses to statements are generally

positive, namely, corporate volunteerism seems

beneficial to volunteers in four dimensions:

privileges, security status, increased status, and

personality. This dimension can then be used as a

reference for human resource managers in

developing appropriate organizational policies

(Geroy et al., 2000).

After the 1998 reformation, NGOs in the field of

advocacy increasingly existed, with the openness of

democracy and politics which provided more space

for the emergence of community participation in

everything. The agenda that became the main focus

was the past issues which were the weaknesses of

the government, the Issues on Good Governance,

Human Rights, Legal and Environmental Justice

which became the main work agenda of the various

NGOs. In today's modern era, human resources are a

very important component for every organization, so

it needs to develop the potential that is owned and

maintain it so that it remains committed and aligned

with the NGO's vision, mission and work agenda.

Unlike profit organizations, the challenge faced is

non-profit organizations based on volunteerism.

Referring to these problems, this study wants to

identify volunteers as antecedents of organizational

commitment by NGO actors, as well as to examine

the variables of transformative leadership as

antecedents of volunteerism, as well as managerial

perception variables as moderating relations between

volunteerism and organizational commitment.

2 LITERATURE REVIEW

2.1 Volunteerism

Volunteerism can be defined as an ongoing activity

that aims to improve the welfare of others (Omoto

and Snyder, 1995). Wilson (2000) also suggested

volunteering is the activity of giving free time to

provide assistance to other people, groups, or an

organization. One person's motivation to be a

volunteer is to help others (Clary and Snyder, 1999).

Omoto and Snyder (1995) propose three antecedents

of volunteerism, namely: (a) a personality that has a

desire to help others, (b) personal and social needs,

and motivation that can encourage some people to

seek and become involved in voluntary work; (c) a

supportive social climate to engage in voluntary

IRCEB 2018 - 2nd INTERNATIONAL RESEARCH CONFERENCE ON ECONOMICS AND BUSINESS 2018

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work. In addition, transformational leadership also

has a contribution to volunteerism, although this

relationship is mediated by an increase in the

meaning of work and high-quality team relations.

(Dwyer et al., 2013).

2.2 Organizational Commitment

Organizational commitment is generally defined as

the strength of the identification and involvement of

individuals in an organization (Porter et al., 1973).

The commitment represents something that is not

just passive loyalty to an organization. Commitment

involves an active relationship with the organization

so that individuals are willing to give something to

contribute to the welfare of the organization

(Mowday et. Al., 1979). Whereas Sheldon (1971).

(Mowday, 1982 in Avolio, 2004), suggests that

leaders are one of the determinants of organizational

commitment. Leaders have the right to regulate and

shape a culture that is closely related to

organizational commitment (Bono and Judge, 2003;

Koh, Steers, and Terborg, 1995; Walumbwa and

Lawler, 2003). Involvement in work can be a

motivation for followers to commit to the

organization. (Walumbwa and Lawler, 2003).

2.3 Managerial Perceptions

Managerial perception refers to research conducted

by Feldman (1986) in Shore et al., (1995), managers

have expectations about employees based on the

categorization of each person, which is influenced

by foreign cues (for example, age, tenure,

appearance) and by behavior observed by the

manager. Managers can distinguish their perceptions

of affective and ongoing commitment from altruism,

compliance, and job performance. The results

showed that the manager's affective commitment

was considered positively related to the potential

managerial assessment of employees. Conversely,

ongoing commitments assessed by managers are

negatively related to managerial potential

assessments, promo-ability, and meets employee

demands (Shore et al., 1995).

2.4 Transformational Leadership

Transformational leadership is a style/type of

leadership in which a person encourages and inspires

followers to achieve extraordinary results and, in the

process, develop their own leadership capacity

Transformational leaders direct their followers to

develop into leaders through empowering activities

and aligning goals between leaders, followers, and

organizations (Bass, 1985 in Bass and Riggio

(2006). There are 4 components used as indicators in

this study include ideal influences, inspirational

motivation, intellectual stimulation, and individual

attention (Bass and Avolio, 1995).

3 METHODS

The method in this study is a quantitative method.

This study examines NGO network activists and

volunteers engaged in advocacy (in the fields of law,

human rights, environment, and anti-corruption) in

East Java. These institutions are Malang Corruption

Watch (MCW), LBH Surabaya, Kontras Surabaya,

and WALHI East Java. All activists and volunteers

from each institution were sampled in this study.

Data was collected using a questionnaire.

Questionnaires were carried out using a Likert scale

with an assessment range of 1-7. The second step is

managing primary and secondary data. Next, the

third step involves descriptive and inferential

analysis.

4 RESULTS

The results of this study consisted of 48 respondents.

All respondents were activists and volunteers in four

NGO institutions in the advocacy field in East Java,

and all were selected as research samples.

Furthermore, the characteristics of this sample are

gender, age, education, and years of services. Details

of the characteristics and percentage of this study

will be shown in Table 1 below.

Table 1. Characteristics and Percentage of Samples

Characteristics Percentage

(%)

Gender

a. Male

b. Female

73%

27%

Age

15%

10%

19%

13%

Volunterism as Mediating Variables of Relationship between Transformation of Leadership and Organizational Commitment with

Managerial Perceptions as Moderating Variables: Study on Non-government Organization in East Java

287

Table :. Characteristics and Percentage of Samples

(continue)

Characteristics

Percentage (%)

Education:

SMA

31%

60%

Years of Services

42%

17%

15%

(References: Data by author)

The result of qualitative phase findings variable

and indicators, such as:

Table 2: Variables and Indicators of Study

Variables Indicators

Transformational

Leadership (X

)

(1) Idealized Influence

(2) Inspiratioan Motivation

(3) Intellectual Motivation

(4) Individual

Consideration

Volunteerim (X

)

(1) Career Enhancement

(2) Esteem

(3) Empathy

(4) Personal Development

(5) Community Concern

Managerial

Perceptions (X

)

Organizational

Commitment (Y)

(1) Previleges

(2) Status Security

(3) Status Enhancements

(4) Personality Enrichment

(1) A Strong Belief in and

Acceptance of the

organization’s goals

and values

(2) A Willingness to Exert

Considerable Effort

on Behalf of the

Organization

(3) A Definite Desire to

Maintain

Organizational

Membership

(References: Data by author)

In the next stage this research uses path analysis,

as shown in figure 1 below:

Figure 1: Research Model

Figure 1 above shows that researchers propose a

transformational leadership model influencing

organizational commitment and volunteerism,

volunteerism influences organizational commitment,

and managerial perceptions influence volunteerism

and organizational commitment relationships.

Transform

ational

Leadershi

Volunteeri

Organizati

onal

Commitme

Manageria

erce

tion

X X

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Table 3: The result of Validity Test

Source: Data by author

In the validity test, the data is valid when r

count

table

. Table 3 shows that organizational commitment

variables are statements that are invalid, as in items

number 5, 6, and 7. While the volunteerism variables

are in items 3, 12, and 14. These items are then

tested for reliability without including invalid items.

Reliability of this study can be shown as follows.

Table 4: Reliability Coefficient Cronbach Alpha and

Alpha reliable

Variable

Cronbach

Alpha

Reliable

Transformational

Leadership

0,858 0,6

Organizational

Commitment

0,662 0,6

Volunteerism

Managerial

Perceptions

0,772

0,807

0,6

Source: Data by author

Table 4. shows the Cronbach's alpha values of all

variables more than 0.6. This indicates that all

instruments in this study are reliable so that further

research can be carried out.

Figure 2: Research Result Framework

Figure 2 shows that based on the significance

value, only transformational leadership (X1) which

influences volunteerism (X2). While volunteerism

(X2) does not affect organizational commitment (Y).

Volunteerism (X2) cannot be a mediating variable

between transformational leadership (X1) and

organizational commitment (Y). In addition,

managerial perception (X3) also cannot be a

moderating variable between volunteerism (X2) and

organizational commitment (Y). The following table

presents the influences between the variables in this

study.

Table 5: Direct Influence Path Coefficients

Source: Data by author

Based on the results of the regression analysis in

table 5 shows that transformational leadership has a

positive and significant effect on volunteerism with

a value of Sig = 0.010 which means <0.05. R2 value

in table 4.5 is 0.135 or 13.5%. This shows that

transformational leadership can affect volunteerism

0,34

3

0,0

Transfo

rmation

Leaders

Volunte

erism

Organizati

onal

Commitme

Manage

rial

Percepti

ons

1

2

X3

Y

Volunterism as Mediating Variables of Relationship between Transformation of Leadership and Organizational Commitment with

Managerial Perceptions as Moderating Variables: Study on Non-government Organization in East Java

289

by 13.5%, while the remaining 86.5% is influenced

by other variables. Thus, the test results support

hypothesis 1 (H1), namely transformational

leadership has a positive and significant effect on

volunteerism. The results of the test show that the

higher the transformational level of leadership in the

four NGOs in East Java, the higher the level of

volunteerism in the NGO members. Variable

volunteerism does not affect organizational

commitment as indicated by the value of sig = 0.085

which means> 0.05.

Table 6. Indirect Influences Path Coefficient

Source: Data by author

Variables of volunteerism in this study cannot be

used as a mediating variable between

transformational leadership and organizational

commitment. Shown with a small test value of 0.449

which means > 1.98. The same thing happens to

managerial perceptions variables that cannot be used

as moderating variables on the relationship between

volunteerism and organizational commitment. It is

proven by the interaction test value of 0.343, which

means more than 55.

5 DISCUSSION

Based on the results of the analysis, the results of the

study are that transformational leadership variables

influence volunteerism. While volunteerism has no

effect on organizational commitment (OC) and

managerial perception cannot be a moderating

variable on the relationship between volunteerism

and organizational commitment.

Theoretically, transformational leadership

becomes one of the predictors of organizational

commitment. Leaders who have a transformational

nature have the authority to regulate and shape

organizational culture. (Bono and Judge, 2003; Koh,

Steers, and Terborg, 1995; Walumbwa and Lawler,

2003). Likewise, volunteerism will cause positive

and negative relationships on various dimensions of

commitment and OCB (Jain, 2015). In this study,

there was no influence between the variables of

transformational leadership and volunteerism on

organizational commitment. This can be caused by

forming organizational commitment is overall job

satisfaction and environmental alternatives

(Bateman, 1984). When the member is satisfied with

the performance and comfortable working

environment, it can be concluded that the member

will be committed to the organization. On the other

hand there are things that impact the volunteerism

such as citizenship behavior (OCB) (Jain, 2012), and

the social impact of volunteerism which is divided

into four categories: strengthening social

connections; build a strong, safe, cohesive

community; increase civilian involvement; and

conveying public goods and services (Wu, 2011).

The results of this study also contained managerial

perceptions variables that actually could strengthen

volunteerism and organizational commitment

relationships even though managerial perceptions

variables were not able to contribute to increasing

the significance value.

What is interesting is that volunteerism in this

study is influenced by transformational leadership.

This is consistent with the research of Dwyer et al.,

(2013) which states that higher levels of

transformational leadership are associated with

greater volunteer satisfaction and mediated by an

increase in the meaning of work and good team

relations. Members of an organization can become

voluntary because of the behavior of the leader. This

is because in transformational leadership there are

four dimensions of leadership namely, ideal

influence, inspirational motivation, intellectual

stimulation, and individual attention (Bass and

Riggio, 2006). Each of these dimensions can

contribute to voluntary members of the organization.

Volunteer leaders presented higher levels of

transformational leadership to members of the

organization. Volunteers are more psychologically

involved and committed to organizations than trade

union members to trade unions (Catano, 2001).

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6 CONCLUSION

Based on the results of the study only

transformational leadership influences volunteerism.

While transformational leadership and volunteerism

do not affect organizational commitment. On the

other hand, managerial perceptions have the

opportunity to strengthen the relationship between

volunteerism and organizational commitment, but

based on the results of this study are not able to

increase the significance value. The effect of

transformational leadership on volunteerism

indicates that members of the four NGOs that are the

object of research consider their leaders to have

contributed to increase volunteerism in themselves.

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