Developing a Lecturer Performance Model Through Resistance to Disciplinary Policy: Evidence from Private Higher Education Institutions in Indonesia
DOI:
https://doi.org/10.55927/ijsmr.v4i8.143Keywords:
Compensation, Lecturer Performance, Resistance to Disciplinary Policy, Transformational Leadership, University ManagementAbstract
This study develops and validates a lecturer performance model by examining the mediating role of Resistance to Disciplinary Policy in the relationships between University Management, Transformational Leadership, Compensation, and Lecturer Performance. A quantitative survey was conducted involving 292 lecturers from seven private higher education institutions in West Kalimantan, Indonesia. Data were analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM). The results indicate that university management, transformational leadership, and compensation significantly reduce resistance to disciplinary policy, while resistance significantly decreases lecturer performance. Resistance to disciplinary policy also significantly mediates the relationships between organizational factors and lecturer performance. The findings provide a comprehensive framework for improving lecturer performance by strengthening institutional governance, leadership, compensation, and policy acceptance.
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