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Abstract: Studies on
public-sector employee performance reveal contradictory results concerning the
impact of transformational leadership and offer only limited theoretical
insight into the role of extra-role behavior as a contingent mechanism.
Moreover, employees’ perceptions of training are predominantly treated as
technical human resource practices, with insufficient attention to their
psychological signaling role. Addressing these gaps, the study analyzes the
effects of transformational leadership, organizational commitment, work
motivation, and perceived training on employee performance, with OCB examined
as a moderator within the social exchange framework.
Data from 250
employees of a public service organization in Indonesia were collected under a
quantitative research design and analyzed using Partial Least
Squares-Structural Equation Modeling (PLS-SEM). It shows organizational
commitment, work motivation, and employees’ perceptions of training significantly
enhance employee performance. There is no direct influence of transformational
leadership on performance; however, its effect becomes significant when
contingent upon high levels of OCB. In contrast, OCB doesn’t moderate the
relationships between organizational commitment, work motivation, or training
perceptions and employee performance. The findings of this study enrich the literature by reconciling mixed findings on transformational leadership through identifying OCB as a selective boundary condition, extending social exchange theory by conceptualizing training perceptions as a trust-based psychological mechanism, and enriching public-sector performance research beyond private-sectordominated evidence. DOI: https://doi.org/10.51505/IJEBMR.2026.1101 |
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