The Influence of Organizational Communication and Transformational Leadership on Employee Performance at PT Bio Farma (Persero)
DOI:
https://doi.org/10.35870/ijmsit.v6i2.8818Keywords:
Organizational communication, Transformational leadership, Employee performance, Human resource management, Pharmaceutical industryAbstract
This study examines the effects of organizational communication and transformational leadership on employee performance at PT Bio Farma (Persero) following its transformation into the parent company of the Indonesian State-Owned Pharmaceutical Holding in 2020. The organizational transformation is treated as the contextual setting of the study, particularly because it increased the importance of internal coordination, leadership alignment, and performance management. A quantitative descriptive-verificative design was employed. The population comprised 1,332 permanent employees, and 311 valid questionnaires were analyzed. Organizational communication was measured through downward, upward, and horizontal communication; transformational leadership through idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration; and employee performance through work quality, work quantity, punctuality, cooperation ability, and ability to carry out work. Instrument validity was assessed using Pearson Product Moment correlation based on a pilot test, while reliability was evaluated using Cronbach's alpha. The instruments were valid and reliable, with Cronbach's alpha coefficients of 0.883, 0.950, and 0.971, respectively. Descriptively, organizational communication (79.06%) and transformational leadership (78.98%) were categorized as high, while employee performance (86.53%) was very high. Multiple regression showed that organizational communication (B = 0.589; beta = 0.273; p < 0.001) and transformational leadership (B = 0.345; beta = 0.242; p = 0.002) had positive and significant effects on employee performance. The model was significant (F = 46.551; p < 0.001) and explained 23.2% of the variance in employee performance. The findings highlight the importance of strengthening two-way communication, managerial responsiveness, coaching, mentoring, and individualized support during organizational transformation.
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