The Effect of Self-efficiency, Work Environment, and Job Rotation on Employee Engagement and Their Impact on Employee Performance of Pt Pupuk Iskandar Muda

Abstract

This study aims to examine the effect of self-efficacy, work environment, and job rotation on employee engagement and their impact on employee performance of PT Pupuk Iskandar Muda (PIM). The population is all PIM employees, totaling 584 employees. Furthermore, to determine the sample, the researcher used a proportionate stratified random sampling technique so that a sample of 237 people was obtained. The research model was tested using SEM-AMOS. The results prove that self-efficacy, work environment, and job rotation affect employee engagement; Self-efficacy, work environment, job rotation, and employee engagement affect employee performance; and employee engagement mediates the effect of self-efficacy, work environment, and job rotation on employee performance. The test results of this model also explain that employee engagement is a partial mediator, this means that employee engagement can work as a mediator or not in the model. Then the results reveal that the model for improving the performance of PIM employees is a function of increasing self-efficacy, adjusting the work environment, the accuracy of job rotation patterns, and strengthening employee engagement.

The Role of Staff Performance in Mediating the Self-Efficacy, Job Crafting, And Employee Engagement Effect on The Performance of The Pidie District Government Regional Secretariat

“…The two values obtained fulfill the acceptance of H 4, namely a CR 2.654 which is > 1.96, and a p< 0.05. Previous research also supports one of the results in this study, such as research by (Ghufran et al, 2022) proving that engagement affects employee performance. (Budiyanto et al, 2022) later in his research revealed that psychological capital affects soldier performance.…”

“…Previous studies that describe employee engagement and staff performance can be known from research conducted by (Syahrul et al, 2021) and (Albana, 2019). Furthermore, employee engagement and organizational performance were examined by (Ghufran, Majid, & Sofyan, 2022); (Budiyanto, Adam, & Mahdani, 2022); and (Fadhillah, Nizam, & Kesuma, 2022). The initial survey described that the engagement of the employees of the Pidie Regency Secretariat is good.…”

Quality of work life, burnout, and psychological capital of human resource practitioners

“…The motivation to consistently produce the best outcomes can be attributed to self-efficacy, which is an individual's belief in their ability to carry out activities as intended. Workers who can finish a task to the required level of difficulty will work more assiduously and passionately than those who can't handle tasks that are probably beyond their capabilities (Ghufran et al, 2022). Workers with strong bonds to the organization or high levels of employee engagement will take pride in their work and be eager to do their best for it (Tyas et al, 2020).…”

“…The relationship between the quality of work-life and other organizational outcomes can be seen in the psychological capital as well. Ghufran et al (2022) proposed that work life quality partially affects the relationship between psychological capital and employee performance. The presence of psychological capital was observed to have a noteworthy correlation with work engagement.…”