Work engagement among millennial employees: The role of psychological capital and perceived organizational support

Abstract

Millennials, who have several values, perspectives, and habits different from previous generations, have dominated the profile of workers in Indonesia. Challenges and changes in the company require millennials to be engaged in their work. This study aimed to determine the work engagement of millennial employees through the role of psychological capital and perceived organizational support. The research participants were 225 millennial employees with a minimum working period of six months. The work engagement scale (UWES-17), Psychological Capital Questionnaire (PCQ), and Perceived Organizational Support Scale were used to collect the data. This research was conducted using quantitative methods and analyzed by multiple regression analysis. The results show that psychological capital and perceived organizational support simultaneously contribute to work engagement among millennial employees. Independently, psychological capital and perceived organizational support significantly predict work engagement. These findings indicate both personal factors and situational factors are needed to achieve work engagement. Thus, the finding represents the existence of positive psychological movement on work engagement through the lens of the psychological process mechanism at work.

Psychological capital in increasing perceived organizational support in traffic police members

“…The existence of a relationship between psychological capital and perceived organizational support is also supported by several research results, one of which is research conducted by Gumilang & Indrayanti (2022), which shows that there is a significant simultaneous influence between psychological capital and perceived organizational support on work engagement in millennial employees. This study also shows that work engagement in employees must be balanced with the existence of personal resources, namely psychological capital, and work resources, namely perceived organizational support.…”

“…The analysis was carried out using a simple regression test, which showed acceptance of the proposed hypothesis. The relationship is supported by Gumilang & Indrayanti (2022), who say that work involvement in employees must be balanced with the existence of personal resources, namely psychological capital, and work resources, namely perceived organizational support. This is also in line with Rhoades & Eisenberger (in Wu & Nguyen, 2019), who say that when workers have a good level of psychological capital, they tend to feel stronger perceived organizational support, meaning that the better perceived organizational support they think is because they have the confidence to act positively at work.…”

The relationship between psychological capital and work engagement of kindergarten teachers: A latent profile analysis

“…However, findings of Jin’s (2015) revealed that while resiliency and perseverance, optimism and hope, and self-confidence and courage in primary and secondary school teachers can positively predict work engagement and its various dimensions, modesty and prudence cannot significantly predict work engagement and its various dimensions. The results of Xiang (2022) demonstrated that, in contrast to tolerance, special education teachers’ thanksgiving and dedication and resiliency and perseverance were able to significantly predict work engagement.…”