Fostering Employee Work Engagement in the Outsourcing Company in Semarang, Indonesia: The Synergistic Role of Self-Efficacy and Perceived Organizational Support
DOI:
https://doi.org/10.32497/jobs.v12i1.7961Keywords:
Self-Efficacy, Perceived Organizational Support, Work Engagement, OutsourcingAbstract
In the contemporary global economy, the outsourcing sector faces persistent challenges in cultivating sustainable employee work engagement due to the distal nature of organizational oversight and the transient characteristics of client-based placements. Grounded in Social Cognitive Theory (SCT) and the Job Demands-Resources (JD-R) model, this study investigates the independent and synergistic impacts of self-efficacy (personal resource) and perceived organizational support (job resource) on employee work engagement within the context of an Indonesian outsourcing firm, PT Deta Sukses Makmur. Utilizing a cross-sectional quantitative design, data were gathered from 100 randomly selected outsourced employees utilizing a 7-point Semantic Differential scale. The data were subjected to rigorous evaluation using multiple linear regression analysis. The empirical findings elucidate that both self-efficacy (β = 0.554; p < 0.001) and perceived organizational support (β = 0.298; p = 0.001) significantly and positively augment work engagement, collectively explaining 43.5% of its variance (Adjusted = 0.435). Crucially, the results indicate that internal personal resources (self-efficacy) exert a more dominant influence on engagement than external environmental resources (organizational support) in an outsourced setting. These findings offer profound theoretical advancements to the JD-R model in non-traditional work arrangements and provide actionable managerial frameworks for prioritizing psychological capital development alongside foundational welfare support to mitigate turnover and elevate service quality.
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