Article Per Year (5 Year)
p-Index From 2021 - 2026
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All Journal Dinasti International Journal of Economics, Finance & Accounting (DIJEFA)
M. Ali Iqbal
Universitas Mercu Buana, Jakarta, Indonesia.
Economics, Econometrics & Finance

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The Effects of Psychological Safety and Work Engagement on Employee Performance: The Mediating Role of Job Satisfaction Among Shift Workers Nabilah Dyandra Ayu; M. Ali Iqbal
Dinasti International Journal of Economics, Finance & Accounting Vol. 7 No. 3 (2026): Dinasti International Journal of Economics, Finance & Accounting (July - August
Publisher : Dinasti Publisher

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.38035/dijefa.v7i3.7229

Abstract

Shift-based Network Operation Center work requires continuous vigilance and rapid responses. Although attendance remained high and relatively stable, persistent lateness and fluctuations in several performance indicators showed that employee performance was not fully stable. Previous studies have reported inconsistent findings regarding the direct effects of psychological safety and work engagement on employee performance and the mediating role of job satisfaction. This study examines the direct and indirect relationships among psychological safety, work engagement, job satisfaction, and employee performance. A quantitative explanatory survey was conducted among all 116 shift employees of the Network Operation Center Division at PT Cipta Karya Technology using saturated sampling. Likert-scale questionnaire data were analyzed using partial least squares structural equation modeling with SmartPLS. Psychological safety, work engagement, and job satisfaction positively and significantly affected employee performance. Psychological safety and work engagement also positively and significantly affected job satisfaction. Furthermore, job satisfaction significantly mediated the effects of psychological safety and work engagement on employee performance. The novelty lies in integrating these direct and mediated relationships within the specific context of shift employees in a 24-hour Network Operation Center in the telecommunications sector. The findings highlight psychological safety, work engagement, and job satisfaction as complementary resources for improving employee performance.
The Effects of Innovative Work Behavior, Knowledge Sharing, and Workload on IT Employee Performance through Work Engagement at Bank Indonesia Candra Tri Surgo; M. Ali Iqbal
Dinasti International Journal of Economics, Finance & Accounting Vol. 7 No. 4 (2026): Dinasti International Journal of Economics, Finance & Accounting (September - O
Publisher : Dinasti Publisher

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.38035/dijefa.v7i4.7418

Abstract

This study examines the effects of innovative work behavior, knowledge sharing, and workload on IT employee performance through work engagement at Bank Indonesia. Using a quantitative explanatory design, survey data were collected from 166 IT employees and analyzed using partial least squares structural equation modeling (PLS-SEM). Innovative work behavior had positive and significant effects on both work engagement and IT employee performance. Work engagement also positively and significantly affected performance. Knowledge sharing had no significant direct effect on either work engagement or performance; however, its indirect effect on performance through work engagement was significant based on the directional test. Workload did not directly affect performance, but it positively affected work engagement and indirectly improved performance. Work engagement complementary mediation of the relationship between innovative work behavior and performance and indirect only mediation the relationships of knowledge sharing and workload with performance. These findings indicate that innovative behavior and work engagement are more decisive for IT employee performance than knowledge exchange intensity or job demands alone. The study recommends an integrated people strategy that institutionalizes employee-led innovation, translates knowledge exchange into applied learning, and manages workload as a sustainable challenge demand.
Co-Authors Candra Tri Surgo Nabilah Dyandra Ayu