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All Journal Journal of Enterprise and Development (JED) JURNAL ECONOMINA
B Medina Nilasari
Universitas Trisakti, Jakarta, Indonesia
Economics, Econometrics & Finance

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Home Resources, Job Crafting, dan Work Engagement sebagai Prediktor Job Performance Karyawan Café Dine-In Daniel Christian B.; B Medina Nilasari; Dita Oki Berliyanti
JURNAL ECONOMINA Vol. 5 No. 7 (2026): JURNAL ECONOMINA, Juli 2026
Publisher : LPPM Sekolah Tinggi Ilmu Ekonomi 45 Mataram

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.55681/economina.v5i7.3284

Abstract

The dine-in cafe industry faces high service demands, requiring employees with optimal performance. Employee job performance is influenced by various factors, both from the home environment and proactive work behavior. This study aims to analyze the influence of Home Resources and Job Crafting on Job Performance with Work Engagement as a mediating variable in dine-in cafe employees in Depok City. The study used a quantitative approach with a survey method on dine-in cafe employees selected using a purposive sampling technique. Data were collected through questionnaires and analyzed using Partial Least Squares-Structural Equation Modeling (PLS-SEM) with the help of SmartPLS 4. The results showed that Home Resources and Job Crafting had a positive effect on Work Engagement. In addition, Work Engagement had a positive effect on Job Performance and was able to mediate the influence of Home Resources and Job Crafting on Job Performance. These findings indicate that support from the home environment and proactive behavior in shaping work can increase work engagement, thus impacting the performance of dine-in cafe employees. This research implies that café managers need to encourage the creation of a work environment that supports job crafting behavior while also addressing employee well-being to improve organizational performance. This abstract should be tailored to the objectives, variables, and research methods in your thesis.
How Reattachment to Work and Talent Retention Promote Proactive Behavior: The Mediating Role of Autonomous Motivation in Indonesia’s Leasing Industry Elga Vania Sihaloho; Dita Oki Berliyanti; B Medina Nilasari
Journal of Enterprise and Development (JED) Vol. 8 No. 2 (2026): May - August
Publisher : Faculty of Islamic Economics and Business of Universitas Islam Negeri Mataram

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.20414/jed.v8i2.16058

Abstract

Purpose: This study examines the effects of reattachment to work and talent retention on employees’ proactive behavior, with autonomous motivation serving as a mediating variable.Method: This study employed a quantitative research approach and used purposive sampling. Data were collected through structured questionnaires administered to full-time employees of leasing companies in Greater Jakarta who had at least one year of work experience. A total of 163 valid responses were analyzed using Structural Equation Modeling (SEM).Results: The findings indicate that reattachment to work and talent retention have significant positive effects on employees’ proactive behavior. Both variables also positively influence autonomous motivation, which, in turn, significantly enhances proactive behavior. Furthermore, autonomous motivation significantly mediates the relationship between reattachment to work and proactive behavior, as well as the relationship between talent retention and proactive behavior.Practical Implications for Economic Growth and Development: The findings demonstrate that strengthening employees’ psychological readiness to resume work and implementing effective talent retention practices can foster proactive behavior. These efforts may contribute to improved service quality, greater organizational competitiveness, and sustainable economic development.Originality/Value: This study integrates reattachment to work, talent retention, autonomous motivation, and proactive behavior into a unified conceptual model. It extends previous research by demonstrating the mediating role of autonomous motivation in explaining how employees’ psychological readiness and organizational talent retention practices foster proactive behavior. The study also provides empirical evidence from Indonesia’s leasing industry, a highly competitive sector that has received limited scholarly attention.
Enhancing Job Satisfaction through Organizational Support and Authentic Leadership in Machinery and Heavy Equipment Manufacturing: Work Engagement as a Mediator Nindya Putri Rachmandani; Dita Oki Berliyanti; B Medina Nilasari
Journal of Enterprise and Development (JED) Vol. 8 No. 2 (2026): May - August
Publisher : Faculty of Islamic Economics and Business of Universitas Islam Negeri Mataram

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.20414/jed.v8i2.16038

Abstract

Purpose: This study examines the effects of perceived organizational support and authentic leadership on job satisfaction among employees in the machinery and heavy equipment manufacturing industry, with work engagement serving as a mediating variable.Method: This quantitative study involved 238 employees from machinery and heavy equipment manufacturing companies in the Greater Jakarta area, Indonesia. Data were collected using a Likert-scale questionnaire and analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM).Result: The findings demonstrate that perceived organizational support has positive effects on both job satisfaction and work engagement. Authentic leadership has a positive direct effect on work engagement but does not directly affect job satisfaction. Furthermore, work engagement mediates the effects of both perceived organizational support and authentic leadership on job satisfaction.Practical Implications for Economic Growth and Development: Companies should strengthen organizational support, foster authentic leadership practices, and promote employee work engagement to improve job satisfaction. These initiatives may contribute to stronger organizational performance, improved productivity, and the achievement of organizational goals.Originality/Value: Unlike previous studies that have generally examined perceived organizational support and authentic leadership separately, this study integrates both variables into a single mediation model involving work engagement to explain job satisfaction. The findings reveal that authentic leadership influences job satisfaction only indirectly through work engagement.
Co-Authors Daniel Christian B. Dita Oki Berliyanti Elga Vania Sihaloho Nindya Putri Rachmandani