PERCEIVED ORGANIZATIONAL SUPPORT AS MEDIATOR IN THE RELATIONSHIP BETWEEN EFFECTIVE HUMAN RESOURCES PRACTICE AND EMPLOYEE ENGAGEMENT IN INDONESIA

Tri Djatmiko · Arif Partono Prasetio · Elvira Azis

11 citations0/0 files storedJurnal Aplikasi Manajemen

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Employee Performance and Management Job Satisfaction and Organizational Behavior Human Resource and Talent Management

Abstract

The purpose of the study is to examine the impact of the effects of human resources practice (HRP) on employee engagement in Indonesia through the mediation of and perceived organizational support (POS). Recently, employee engagement has been a decline, and the organization has to take action to seek out what are the main factors that can help to stop the negative trend. Data collected using a questionnaire distributed to an individual who worked in private & public organizations in Bandung. It took 3 months to collect 350 responses. And from 250 valid participants, the study found that HRP and POS were a significant predictor of employee engagement. Employee whose perceived effective human resources practice and receive support from the organization, have stronger engagement. This study also found that POS mediate the relationship, which means that HR managers should be conducted in a way that provides convenience so that employees can perform better in their job. The limitation of the study is based on cross-sectional data and using self-reports for independent and dependent variables. The practical implication of the study is that since HRP and POS were found to influence engagement, this provides a model for management regarding important factors that can be enhanced to increase employee engagement. This study also provides a wider discussion regarding the impact of HRP and POS on engagement which still limited in a local domain. Future studies are suggested to cover more detailed participants from large organizations or certain industries to gather homogenous information regarding HRP, POS, and engagement. Besides, scholars could also implement deeper analysis using other statistical methods like Structural Equation Model. Lastly, future research can also examine other work behavior such as job satisfaction, organizational commitment, and leadership style which believed to have a great impact on engagement.

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References

2006Antecedents and consequences of employee engagement 2014Determinants of employee engagement and their impact on employee performance 2018Transformational leadership and employee performance: The role of identification, engagement and proactive personality 2012High-performance work practices and hotel employee performance: The mediation of work engagement 2010Fundamentals of Human Resource Management 2015Job engagement, perceived organizational support, high‐performance human resource practices, and cultural value orientations: A cross‐level investigation 2006Perceived organizational support and affective commitment: the mediating role of organization‐based self‐esteem in the context of job insecurity 2013Transformational leadership and performance: An experimental investigation of the mediating effects of basic needs satisfaction and work engagement

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2021TURNOVER INTENTION AMONG LECTURERS IN PRIVATE HIGHER EDUCATION: THE DIRECT IMPACT OF FINANCIAL REWARDS AND MEDIATION OF JOB SATISFACTION AND EFFECTIVE ORGANIZATIONAL COMMITMENT 2025The role of perceived organizational support between HRD practices and employee engagement: evidence from Nepalese commercial banks 2022Role of Career Development and Job Satisfaction for Employee Engagement for Start-ups

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