THE EFFECT OF DISTRIBUTIVE JUSTICE, INTERACTIONAL JUSTICE, AND LEADERSHIP STYLE ON INNOVATIVE WORK BEHAVIOR WITH INTERVENING JOB SATISFACTION VARIABLES AT PT MEDIANUSA PERMANA, BATAM CITY

The purpose of this study was to determine and analyze the effect of Distributive Justice, Interactional Justice, and Leadership Style on Innovative Work Behavior with intervening variable Job satisfaction at PT Medianusa Permana Batam City. The method used is a questionnaire and distributed to 100 respondents. Analysis of statistical data using SEM PLS (Structural Equation Modeling Partial Least Square) and using path analysis to examine the pattern of the relationship between the influence of the dependent variable on the independent, both direct and indirect effects with SMART PLS 3.0 software. The results in the study indicate that Distributive Justice has a positive and significant effect on job satisfaction with a p-value of 0.000 <0.05, Interactional Justice has a positive and significant effect on job satisfaction with a p-value of 0. 003 < 0.05. Leadership Style has a positive and significant effect on job satisfaction with a p-value of 0.040 <0.05. Job satisfaction has a positive and significant effect on Innovative Work Behavior with a p-value of 0.008 <0.05. Distributive Justice has a positive and significant effect on Innovative Work Behavior with a p-value of 0.005 <0.05. Interactional Justice has a positive and significant effect on Innovative Work Behavior with a p-value of 0.008 <0.05. Leadership Style has a positive and significant effect on Innovative Work Behavior with a p-value of 0.032 <0.05. Job Satisfaction mediates the effect of Distributive Justice and Innovative Work Behavior with a p-value of 0.005 <0.05. Job Satisfaction mediates mediates the effect of Interactional Justice and Innovative Work Behavior with a p-value of 0. 019 < 0.05. Job Satisfaction mediates the effect of Leadership Style and Innovative Work Behavior. with a p-value of 0.008 < 0.05.

One of these performance elements is when employees perform extra tasks outside of their formal job descriptions, known as innovative work behavior (Noerchoidah, 2022).Innovative work behavioris the act of someone in bringing up new ideas. With good innovative work behavior, of course, it will benefit the company. Leadership is one of the determining factors of innovation. Managers who are very smart in organizing organizational governance, are not efficient and effective if they are not accompanied by leadership skills. Leading is an inviting action that creates interaction within the structure as part of a joint problem-solving process. Innovative work behavior can be started by a leader. Encouraging the realization of innovation in this organizational environment is important to ensure effectiveness, growth and sustainable development in organizations, both profit and non-profit organizations or large and small organizations. (Kusuma, 2019). In this study there are factors that can influence innovative work behavior, namelydistributive justice, interactional justice, leadership style and job satisfaction. Distributive justiceis fairness in allocating resources for the process of distribution (results) and rewards to individuals in organizations such as: fairness of compensation, promotions, rewards, assignments, evaluations, and approvals, having advantages or positive results for the development of individuals or organizations. Distributive Justice is the fairness of the amount of reward that is felt between individuals (Robbins and Judge, 2013).
salary determination problem. The company's policy has been correct in determining salary status based on work performance, which has a purposeto motivate employees but on the other hand the policy also affects the sense of unfairness of employees who have been working for the company for a long time. Employees who feel they have been loyal to the company feel as if they are being ignored. Analysis of the condition of the company, especially regarding the issue of salary, illustrates a sense of injustice for employees, while the justice felt by employees has an influence on employee job satisfaction.Distributive Justiceis an employee's assessment of the fairness of the results (outcomes) received by employees from the organization. It is also seen that there are still employees who do not have the opportunity to get promoted even though they have worked for PTMedianusa Permana due to the low level of education, and there are also employees who are paid based on the work done without a monthly salary. This problem causes the declineInnovative work behavior.
declineInnovative work behaviorhal this also affects the factorInteractional justice.Robbins and Judge (2013), explains thatInteractional justiceAs the degree to which an individual is treated with dignity, care and respect by the organization, there are three important aspects of interactional justice, namely respect, neutrality and trust. In fact, there are still some employees at PTMedianus Permanawho cannot be fully trusted in holding work projects, so that the leadership always supervises beyond the knowledge of employees, this makes employees feel they do not have trust in work from the leadership, so employees feel disrespected, which causes subordinates and leaders to have no decisions and goals the same situation, and there are often quarrels and misunderstandings at work which cause discomfort and dissatisfaction at work. Leaders should be able to inspire their members/followers not only to believe in themselves personally, but to believe in their potential to create a better future for the organization.
Job satisfactioncourse focuses on employee satisfaction. The higher Job satisfaction can have a positive impact on the company and also have a positive impact on customers. This satisfaction is created from how the company treats its employees fairly, without fair treatment of employees it is very difficult to realize Job satisfaction itself. The more aspects of work that are in accordance with the wishes and needs of employees, the higher the perceived satisfaction. Job satisfaction in question is the positive behavior shown by employees in responding to all treatment, decisions and policies made by the company. According to Handoko (2008), Job satisfaction is an individual's emotional state, where the job is pleasant or unpleasant according to the perceptions and views of the employees themselves. The innovation that occurs with this Service is that we from PermanaNET work together to build their local network and assist the service registration process in order to have a Public IP so that the service server already has its own IP. The services provided are Internet and manage service 2020 Diskominf o Pemprov Riau Islands since 2016 2 The innovation that occurs with this customer is that we from PeramanaNET provide internet services in assisting companies in sending film files where the PT is a film production in Indonesia and has an office in Batam to be exact.

2020
PT. Kinema Systrans Indonesia 3 Innovations that occur with customers when providing internet services are providing wireless cloud manage services to be able to see internet usage traffic and employee usage in the Service and helping customers to prioritize domestic Education official web applications under the Ministry of Education 2020 Riau Islands Provincial Education Office 4 An innovation provided to customers where we, PermanaNET, provide Internet services as their network backup where when the main network is down, it will automatically use the main network from PermanaNET.

2018
PT SIIX Indonesia 5 Innovations provided by internet services which assist the campus in providing internet services to test prospective civil servants, Lhoksemawe and providing free internet services to students in public facilities 2019 Lhoksema we Polytechnic Source: Permana Net Batam Project Data, 2022.
Researchers in this case trying to determine the effectdistributive justice, interactional justice, and leadership style towards innovative work behavioron employees and their impact, either directly or indirectly through an intervening variable, namely job satisfaction.Distributive justice, interactional justiceand leadership style is considered to be able to reflect how individuals are valued for their work and for their existence in the organization, through justice a job satisfaction grows within employees which is ultimately able to createinnovative work behavior. Leaders must be able to induce followers, through intellectual stimulation, to re-evaluate potential problems and their organizational environment so that innovative ideas can develop.
The problems above motivated researchers to conduct research on the company PT Medianusa Permana, in order to find theoretical solutions to problems. So, it is necessary to do research with the title "The Effect of Distributive Justice, Interactional Justice, and Leadership Style on Innovative Work Behavior with the intervening variable Job satisfaction at PT Medianusa Permana Batam City.

PROBLEM FORMULATION
The formulation of the problem in this study is:

RESEARCH METHODOLOGY
In this study, using respondent data, such as gender, age, education, and length of work in order to provide information about the characteristics of the respondents. A total of 100 questionnaires were distributed. The discussion in this chapter is the result of a field study to obtain questionnaire answer data that measures the six main research variables, namelycompetency, education and training, job rotation, job placement, quality of work, and work commitment. Analysis of data with parametric and non-parametric statistics using SEM-PLS (Structural Equation Modeling-Partial Least Square) regarding research variables, validity and reliability as well as discussion of the results of hypothesis testing. This study uses path analysis (path analysis) to examine the relationship pattern of the influence of a variable or set of variables on other variables, both direct and indirect effects. Calculation of the path coefficient in this study was assisted by Smart PLS Ver 3.0. To find out the direct and indirect effects between variables, it can be seen from the calculation of the path coefficient to find out the significance.
The population in this study were the employees of the Regional Secretariat of Karimun Regency, totaling 100 people. PThis research uses the census method by giving questionnaires to the entire population. All members of the population used as a sample is called saturated sampling or another term is a census.

RESULTS AND DISCUSSION
In this study, testing the hypothesis using analytical techniques. Partial Least Square (PLS) with the smartPLS 3.0 program. The following is a schematic of the PLS program model being tested:

Figure 1. PLS Moderation
In the data analysis technique using Smart PLS there are three criteria for assessing the Outer model, namely Convergent validity, Discriminant Validity and Composite Reliability. Convergent validity of the measurement model with reflexive indicators is assessed based on the correlation between the item score/component score estimated with the PLS Software. The individual reflexive measure is said to be high if it correlates more than 0.50 with the variable being measured.

Outer Model Evaluation Test
a. Convergent validity testing The convergent validity test uses the outer loading value. The outer loading test aims to see the correlation between the score of the item or indicator and the score of the variable. An indicator is considered reliable if it has a correlation value above 0.7, but in the development stage a correlation of 0.50 is still acceptable (Ghozali, 2013). The following is the outer loading value of each indicator on the research variables: Based on the data presented in table 4.1 above, it is known that each of the research variable indicators has an outer loading value of > 0.5. According to Chin, as quoted by Imam Ghozali, the outer loading value between 0.5 -0.6 is considered sufficient to meet the requirements of convergent validity. The data above shows that there are no variable indicators whose outer loading value is below 0.5, so that all indicators are declared feasible or valid for research use and can be used for further analysis.
b. Composite Reliability Testing Composite Reliabilityis the part that is used to test the value of the reliability of indicators on a variable. A variable can be declared to meet composite reliability if it has a composite reliability value of > 0.7. The following is the composite reliability value of each variable used in this study: e. Colonierity Testing The collinearity test is to prove whether the correlation between latent/construct variables is strong or not. The value used to analyze it is by looking at the Variance Inflation Factor (VIF) value (Hair, et. al 2014;Garson, 2016). If the VIF value > 5.00, it means that there is a collinearity problem, and conversely there is no collinearity problem if the VIF value is < 5.00. Based on the data presented above in table 4.5, it can be seen that the Colonierity value of each research variable is <0.5. Thus these results can indicate that each research variable has met the requirements for the Colonial value.

Inner Model Evaluation Test
The evaluation stage of the structural model (inner model) consists of testing the goodness of the model (model fit) and testing the hypothesis. The model goodness-of-fit test was carried out by observing the R-square value (R2). Partial hypothesis testing is carried out by paying attention to the significance value of the relationship between variables (direct and indirect effects). The results of the bootstrapping process on the structural model can be seen in the following figure:  (2015) a. R Square The R-Square value (R2) is used to determine the predictive power of the structural model in SEM-PLS analysis. The criteria for R-square values close to 0.67 are considered strong, 0.33 as moderate, and 0.19 as weak (Chin & Wynne, 1999). R-square value in the following table:  b. Hypothesis testing Hypothesis testing is carried out by paying attention to the original sample estimates (O) values to determine the direction of the relationship between variables, t-statistics (T), and p-values (P) to determine the significance level of the relationship (Sarstedt et al., 2017). A t-statistics value of more than 1.96 or a p-value less than <0.05 indicates that a relationship between variables is significant. The hypothesis test was carried out by looking at the value of the effect of a direct relationship and the value of the effect of an indirect relationship. The results of testing the research hypothesis can be seen in the following table:

THE EFFECT OF DISTRIBUTIVE JUSTICE, INTERACTIONAL JUSTICE, AND LEADERSHIP STYLE ON INNOVATIVE WORK BEHAVIOR WITH INTERVENING JOB SATISFACTION VARIABLES AT PT MEDIANUSA PERMANA, BATAM CITY Erick Santana, Bambang Satriawan, Mohamad Gita Indrawan, Muammar Khaddafi
Source: Processed PLS data, 2022 Based on the table above, the relationship between study variables can be explained as follows: 1) The effect value of variable X1 on Z is 2,957 with a p-value of 0.003 (<0.05