Effects of Psychological Empowerment and Perceived Organizational Support on Employee Engagement: The Mediating Role of Job Crafting

Ganjar Garibaldi

doi:10.55927/ijis.v4i10.643

Authors

Ganjar Garibaldi Philippine Women’s University (PWU)

DOI:

https://doi.org/10.55927/ijis.v4i10.643

Keywords:

Psychological Empowerment, Perceived Organizational, Employee Engagement, Job Crafting

Abstract

This study, titled Effects of Psychological Empowerment and Perceived Organizational Support on Employee Engagement: The Mediating Role of Job Crafting, investigates the relationships among these variables using data from 250 employees in the aviation industry in the Jakarta region. The research employs Structural Equation Modeling with Partial Least Squares (SEM-PLS) and a purposive sampling technique to examine both direct and indirect effects. The study aims to understand how empowerment and organizational support influence employee engagement, and whether Job Crafting serves as a mediating mechanism within this framework. The findings reveal that Psychological Empowerment does not significantly affect Job Crafting, whereas Perceived Organizational Support has a strong and significant positive effect on Job Crafting behavior. However, Job Crafting itself does not significantly influence Employee Engagement, indicating that proactive work redesign may not directly enhance engagement levels in this context. Conversely, Psychological Empowerment demonstrates a strong and significant impact on Employee Engagement, while Perceived Organizational Support shows no direct significant effect. These results suggest that empowerment acts as the primary driver of engagement, while organizational support plays a more indirect role. Furthermore, the analysis confirms that Job Crafting does not significantly mediate the relationships between either Psychological Empowerment or Perceived Organizational Support and Employee Engagement

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