The Impact of Perceived Organizational Support to Job Engagement with Occupational Self-Efficacy as Mediator
Bogi Mahendra Wirawan (a*), Hastin Umi Anisah (a), Maya Sari Dewi (a)
a) Faculty of Economy and Business, Lambung Mangkurat University, Banjarmasin, Indonesia
*bogimahendra[at]gmail.com
Abstract
Employees becoming one into their job, or so called job engagement, is a thing that reciprocally beneficial to both employees and company. By having job engagement, employees can actualize themselves fully in their job; and by doing so achieving company target becomes no big deal. Some supports from company may have good impact to the employees perception toward their job, but others may feel it is not necessary, since they already have high self-efficacy. The aim of this study is to analyze whether job engagement is influenced directly by Perceived Organizational Support (POS) and through mediation of Occupational Self-Efficacy (OSE). A total of 62 employees in a dealership company in Banjarmasin completed questionnaire. The data was analyzed using Partial Least Square with Smart PLS 3.0 software. The results proved that POS had no effect on job engagement, and OSE had no mediation effect on the relationship between the two. The implication of the results will be discussed.
Keywords: job engagement, perceived organizational support, occupational self-efficacy
Topic: Management