Transformational leadership, job enrichment and recognition as predictors of job satisfaction in non-profit organizations

Abstract

Purpose

This study aims to examine the influences of transformational leadership, job enrichment and recognition on employee job satisfaction in non-profit organizations.

Design/methodology/approach

An empirical study was conducted on employees working in United Malays National Organization (UMNO). Data was collected from 226 employees via self-administered questionnaires. The convenience sampling method was applied for participant selection, and data was analysed using Pearson’s correlation and multiple regression analysis via statistical package for the social sciences.

Findings

Job enrichment, transformational leadership and recognition were all found to have significant and positive relationships with job satisfaction.

Practical implications

The findings imply that job satisfaction will improve if managers are motivated to promote job enrichment, transformational leadership and employee recognition programs. These steps will augment the organization’s effort to design and implement the best strategies for enhancing employees’ job satisfaction.

Originality/value

This study elaborates on transformational leadership, job enrichment and recognition in relation to job satisfaction. The insights it provides are novel due to the lack of research on the combination of these attributes. The study’s model was tested on UMNO, a non-profit organization in Malaysia that plays a significant role in Malaysian politics. Hence, this study provides a valuable addition to the literature on Malaysia. The study’s model was supported by transformational leadership theory and social exchange theory, making it another significant contribution to the body of literature.

Citation

Mohd Zin, M.L., Ibrahim, H., Aman-Ullah, A. and Ibrahim, N. (2023), "Transformational leadership, job enrichment and recognition as predictors of job satisfaction in non-profit organizations", Nankai Business Review International, Vol. 14 No. 2, pp. 338-351. https://doi.org/10.1108/NBRI-01-2022-0010