Peran Mediasi Work Engagement Pada Pengaruh Job Crafting Terhadap Kinerja Karyawan Dewi Agung Management

I Gusti Putu Sandhy Pradana; Ida Bagus Ketut Surya

doi:10.55606/jimek.v5i3.7929

Authors

I Gusti Putu Sandhy Pradana Universitas Udayana
Ida Bagus Ketut Surya Universitas Udayana

DOI:

https://doi.org/10.55606/jimek.v5i3.7929

Keywords:

Employee performance, Job crafting, Work engagement

Abstract

This study aims to examine the mediating role of work engagement in the relationship between job crafting and employee performance at Dewi Agung Management. The research approach uses a quantitative method with an associative design. The study population was all 60 Dewi Agung Management employees, and all were sampled through a saturated sampling technique. Data collection was carried out using a Likert-scale questionnaire that had undergone validity and reliability tests. Data analysis used the Structural Equation Modeling-Partial Least Square (SEM-PLS) method with the help of SmartPLS 4.1 software. The results of the study indicate that job crafting has a positive and significant influence on work engagement and employee performance. In addition, work engagement has been proven to have a positive and significant influence on performance. Another important finding is that work engagement plays a significant mediator in the relationship between job crafting and employee performance. Theoretically, the results of this study strengthen the Job Demands-Resources Theory (JD-R), which states that the balance between job demands and the availability of work resources can increase work engagement and encourage the achievement of optimal performance. This study confirms that job crafting is not only an adaptive strategy but also a proactive approach that enables employees to develop higher emotional and cognitive engagement with their work. The practical implication of this finding is the importance of organizations facilitating employee job crafting through flexible policies, training, and adequate work resource support. From a theoretical perspective, this study contributes to the growing literature on proactive work behavior, job engagement, and employee performance, and serves as a foundation for further research in human resource management, particularly engagement-based performance improvement strategies and job adjustments undertaken independently by employees.

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