<![CDATA[Frontline hotel employees routinely face intensive guest interactions, emotional demands, workload fluctuations, and high service expectations. Sustaining work engagement under these conditions may depend on both employees' psychological depletion and the organizational resources available to them. Existing research commonly examines burnout or organizational support separately, whereas fewer studies assess their relative and incremental contributions to frontline employee engagement. Drawing on the Job Demands–Resources (JD-R) perspective, this cross-sectional quantitative survey involved 260 frontline employees from ten star-rated hotels in Yogyakarta City, Indonesia, recruited through purposive sampling from March to July 2026. Hierarchical multiple regression predicted work engagement from employee and job characteristics (Model 1), emotional exhaustion (Model 2), and perceived organizational support (Model 3). Emotional exhaustion was negatively correlated with work engagement (r = −.40), whereas perceived organizational support was positively correlated with it (r = .43). Employee and job characteristics explained negligible variance (R² = .013). Emotional exhaustion added .166 to R², and perceived organizational support added a further .120; in the final model, both emotional exhaustion (β = −.34) and perceived organizational support (β = .36) were independent predictors (R² = .299). Results were unchanged under heteroscedasticity-consistent standard errors. The study integrates a psychological strain indicator and an organizational resource factor within the JD-R perspective, indicating that hotels should reduce exhaustion and strengthen perceived support simultaneously.]]>
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