The Effect of Self-Efficacy and Job Design on Employee Performance Through Employee Engagement as an Intervening Variable at PT X
DOI:
https://doi.org/10.30659/jrbi.v23i2.53049Keywords:
Employee Engagement and Employee Performance, Job Design, Self-efficacy.Abstract
This study was designed to investigate several aspects of the relationship between variables: (1) The influence of Self-Efficacy on Employee Engagement among PT X employees, (2) the influence of Job Design on Employee Engagement among PT X employees, (3) The influence of Self-Efficacy on Employee Performance at PT X, (4) the influence of Job Design on Employee Performance at PT X, (5) the influence of Employee Engagement on Employee Performance at PT X, (6) Employee Engagement as an Intervening Variable between Self-Efficacy and Employee Performance at PT X, (7) the role of Employee Engagement as an Intervening Variable between Job Design and Employee Performance at PT X. This research methodology is explanatory research with a quantitative approach. The sampling technique used was purposive sampling, involving 145 employees of PT X. Data collection was carried out through questionnaires. Data analysis was performed using SEM-PLS (Structural Equation Model with Partial Least Squares) software, a method chosen to test complex causality and mediation models. The results show that: (1) Self-Efficacy has a positive and significant effect on Employee Engagement, (2) Job Design has a positive and significant effect on Employee Engagement, (3) Self-Efficacy has a positive and significant effect on Employee Performance, (4) Job Design has a positive and significant effect on Employee Performance, (5) Employee Engagement has a positive and significant effect on Employee Performance, (6) Employee Engagement as an Intervening Variable between Self-Efficacy and Employee Performance mediates partially, (7) Employee Engagement as an Intervening Variable between Job Design and Performance mediates partially.
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