I’m Mismatch, but I’m Well-Being: Employee Well-Being, Job Crafting, Dan Psychological Empowerment

Wardani, Laila Meiliyandrie Indah; Syaputra, Rahmat Dwi; Kartikawati, Mayang Safira; Sekarini, Dyah Ayu

doi:10.31237/osf.io/2qf6b

Cited by 2 publications

(6 citation statements)

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“…Likewise, women and men with a self-concept that includes masculine-instrumental and feminine-expressive characteristics will have greater well-being (Fadhilah & Wardani, 2021;Matud et al, 2019;Wardani et al, 2021c). Otherwise, the results of the independent t-test on employee well-being contradict the previous research conducted by Wardani et. al.…”

Section: Resultsmentioning

confidence: 86%

“…This measuring instrument consists of 15 items three-dimensional items as follows, (1) increasing structural job resources; (2) increasing social job resources; and (3) increasing challenging job demands. The job crafting scale used in this study is the result of the adaptation of previous research (Wardani et al, 2021a;Wardani et al, 2021d) conducted through backward translation procedures and expert assessments carried out by five experts in the fields of industrial & organizational psychology and social psychology. The validity test based on the internal structure was carried out by confirmatory factor analysis (CFA), which showed the results of RMSEA .076, CFI .896, and TLI .874.…”

Section: Utrecht Work Engagement Scale (Uwes)mentioning

confidence: 99%

“…According to Wrzesniewski and Dutton (2001), employees can alter meaning, relationship boundaries, and task boundaries. Therefore, employees may look for , more significant obstacles in their work by taking on coworkers' tasks, which may increase their workload (Wardani, et al, 2021a). On the other hand, employees with strong interpersonal skills will naturally put much effort into their work to nurture a sense of satisfaction when confronted with a task (Wardani , et al, 2021d).…”

Section: Introductionmentioning

confidence: 99%

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The Role of Employee Well-Being as A Moderator: Job Crafting and Work Engagement

Wardani,

Apriliani,

Riskinanti

et al. 2023

Indigenous

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Abstract. New normal is a new adaptation carried out to deal with covid-19, where people are allowed to return to their activities in the field of work while still complying with health protocols. In the new normal situation, work engagement is a challenge for all companies. The purpose of this study is to determine whether job crafting has a relationship with work engagement and to determine whether employee well-being acts as a moderator between job crafting and employee work engagement in the new normal era. This study also examines whether gender issues are present in the variables. The subjects of this study were 533 employees in Jakarta, Bogor, Depok, Tangerang, and Bekasi (Jabodetabek) Indonesia. The instruments used in this study were the Utrecht Work Engagement Scale (UWES), the Job Crafting Scale (JCS), and the Employee Well-Being Scale (EWBS). This research design was conducted in moderation using multiple sampling technique and moderated regression analysis PROCESS V4.0 Procedure for SPSS model no. 1 by Andrew F. Hayes. The results of this study indicate that job crafting is positively correlated with work engagement, and employee well-being plays a moderating role in the relationship between job crafting and work engagement. Moreover, the results of this study indicate that male and female workers have different level of engagement at work and employee well-being. This research can cover the gap in previous research so that it is expected to be a literature material for employees and companies regarding the importance of understanding the values of work engagement, job crafting, and employee well-being for the company's success.Keywords: work engagement; well-being; job crafting; employee; new normal; gender

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Section: Resultsmentioning

confidence: 86%

Section: Utrecht Work Engagement Scale (Uwes)mentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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The Role of Employee Well-Being as A Moderator: Job Crafting and Work Engagement

Wardani,

Apriliani,

Riskinanti

et al. 2023

Indigenous

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“…Employee well-being is a picture of the condition of employees in the workplace, which is seen not only from their perspective regarding perceived job satisfaction or emotional exhaustion but also describes the overall well-being of employees, such as physical, psychological, and individual aspects (Chou et al, 2014;Hakanen et al, 2019;Page & Vella-Brodrick, 2009;Wardani & Amelia, 2022;Wulandari & Wardani, 2021;Zheng et al, 2015). Page & Vella-Brodrick (2009) further state that there are three dimensions in explaining employee well-being, namely subjective well-being, workplace well-being, and psychological well-being.…”

Section: Introductionmentioning

confidence: 99%

“…As we know, employee well-being will lead the individual to develop a positive function in themself. This positive function enables them to set goals and meanings in their life, be able to control their work environment, and be able to build harmonious relationships with the people around them (Amaliah & Wardani, 2021;Wardani & Amelia, 2022;Wardani & Noviyani, 2021). This situation is a manifestation of the construction motivation of an employee who understands true competence so that employees consciously enhance their capabilities and demonstrates the need for Power or independence.…”

Section: Introductionmentioning

confidence: 99%

I Am Mismatched, I Am Doing Well: Horizontal Job-Education Mismatches and Workers’ Well-Being

Wardani,

Syaputra,

Malek

et al. 2024

Hum

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Objectives: This study examines whether psychological empowerment plays a role in job crafting and employee well-being for workers who face horizontal educational mismatches. A horizontal educational mismatch could be defined as a mismatch between the field of education and current occupation. This study shows that horizontal educational mismatches which are increasingly commonplace in society, especially in Indonesia, may affect the well-being of workers. Employee well-being describes the overall well-being of employees, such as physical, psychological, and individual aspects. Methods: The study’s respondents are 361 Indonesian workers with horizontal educational mismatches. The study’s tools are employee well-being scale (EWBS), job crafting questionnaire (JCQ), and psychological empowerment questionnaire (PEQ). The measuring tools were adapted into the Indonesian language, and data was analyzed by Andrew F. Hayes’s simple regression mediation model no.4 PROCESS v4.0. Results: The study reveals that psychological empowerment facilitates job crafting and employee well-being for workers with horizontal educational mismatches. It also shows that employees who are psychologically empowered are those who are supported in taking responsibility for enhancing their performance and their contribution to the organization. As a result of the increased demand for productivity, employees must enhance their skills and knowledge to achieve higher job demands instead of simply establishing opportunities for well-being and self-development. That is, workers are given the abilities and resources required to compensate for the shortages caused by the horizontal educational mismatch they face. Conclusions: This study fills in a research gap by shedding light on the indirect effect a horizontal educational mismatch might have on workers’ competence and will-being.

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I’m Mismatch, but I’m Well-Being: Employee Well-Being, Job Crafting, Dan Psychological Empowerment

Cited by 2 publications

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The Role of Employee Well-Being as A Moderator: Job Crafting and Work Engagement

The Role of Employee Well-Being as A Moderator: Job Crafting and Work Engagement

I Am Mismatched, I Am Doing Well: Horizontal Job-Education Mismatches and Workers’ Well-Being

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