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All Journal Psychological Research and Intervention
Unggul Haryanto Nur Utomo
Faculty of Psychology, Universitas Ahmad Dahlan (UAD)
Social Sciences

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Resilience and social support as predictors of work engagement in Indonesia industrial workers: A JD-R model perspective Latifah Mutiara Husnaa; Unggul Haryanto Nur Utomo
Psychological Research and Intervention Vol. 8 No. 1 (2025)
Publisher : Faculty of Psychology, Universitas Negeri Yogyakarta

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.21831/pri.v8i1.88812

Abstract

Work engagement was a key psychological construct linked to employee well-being and organizational productivity. Drawing from the Job Demands-Resourcess (JD-R) model, this study investigates the predictive roles of personal and job resources specifically resilience and social support on work engagement. Using a quantitative correlational design, data were collected from 157 employees of a manufacturing company in Indonesia. Standardized scales measured resilience, social support, and work engagement. Multiple linear regression analysis revealed a significant joint contribution of resilience and social support to work engagement (R = 0.603, p < .01). Partial correlations further showed that both resilience (r = .333, p < .01) and social support (r = .270, p < .01) individually had significant positive relationships with work engagement. This result indicated that 36.4% of the variance in work engagement had been explained by the combined contribution of resilience and social support. Specifically, resilience accounted for 20.72% of the variance, while social support accounted for 15.67% of the variance in work engagement. These findings support the JD-R model and underscore the importance of enhancing individual and environmental resourcess in the workplace. Practical implications include the development of resilience training programs and the strengthening of support systems to promote work engagement in organizational settings.
Beyond independent effects: The combined role of self-efficacy and organizational culture in work engagement Firzan Ahmad Chirzin Paputungan; Unggul Haryanto Nur Utomo
Psychological Research and Intervention Vol. 8 No. 2 (2025)
Publisher : Faculty of Psychology, Universitas Negeri Yogyakarta

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.21831/pri.v8i2.94635

Abstract

Work engagement is widely recognized as a critical driver of organizational effectiveness; however, its underlying psychological and organizational determinants remain a subject of ongoing debate. Self-efficacy and organizational culture are frequently identified as key antecedents of work engagement, yet empirical findings regarding their independent effects have been inconsistent. This study aims to examine both the joint and individual contributions of self-efficacy and organizational culture to work engagement. Employing a quantitative research design, data were collected from 50 employees of a hospitality organization in Yogyakarta using validated self-report scales. Multiple linear regression analysis revealed that self-efficacy and organizational culture jointly predicted work engagement (R = 0.561, p < 0.01). However, partial correlation analyses indicated that neither self-efficacy (r = 0.121, p > 0.05) nor organizational culture (r = 0.256, p > 0.05) demonstrated a statistically significant independent relationship with work engagement. These findings suggest that work engagement may emerge from the synergistic interplay between individual beliefs and organizational context rather than from isolated direct effects. Practically, the results imply that organizational interventions aimed at enhancing employee engagement should concurrently address both personal efficacy and cultural dimensions. Future research is encouraged to explore potential mediating or moderating mechanisms that may further elucidate the complex relationships among these variables.
Co-Authors Firzan Ahmad Chirzin Paputungan Latifah Mutiara Husnaa