The Situational Leadership Behavior, Organizational Culture and Human Resources Management Strategy in Increasing Productivity of Private Training Institutions

Fajar Pasaribu

Information Management and Business Review, 2015, vol. 7, issue 3, 65-79

Abstract: This study aims to analyze the relationship of situational leadership behavior with the organizational culture; the influence of situational leadership behavior and organizational culture on implementation of human resource management strategies; the effect of the implementation of the strategy of human resource management on productivity; the influence of situational leadership behavior, organizational culture and the implementation of human resource management strategies on the productivity of private vocational training institutes. While the type of research are descriptive and verificative using explanatory survey. The data collection is done using questionnaires, documentation and interviews, while the sampling technique used a Likert Summated Rating. The unit of analysis is the field of operation and delivery of training services and fields of administration. Data analysis is using path analysis. The results showed that the situational leadership behaviors significantly correlated with the organizational culture; the situational leadership behavior and organizational culture have a significant effect simultaneously and partially on the implementation of human resource management strategies in private vocational training institutions; the implementation of human resource management strategies have a significant effect on productivity improvement of private vocational training institutions; the situational leadership behavior, organizational culture and the implementation of human resource management strategy that have a significant effect simultaneously and partially to the increased productivity of private vocational training institutions in North Sumatera province.

Date: 2015
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Persistent link: https://EconPapers.repec.org/RePEc:rnd:arimbr:v:7:y:2015:i:3:p:65-79

DOI: 10.22610/imbr.v7i3.1155

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