Employee Resilience and Engagement on Job Crafting: The Mediating Role of Work Meaningfulness among Computer Technicians
DOI:
https://doi.org/10.32493/JJSDM.v10i1.61490Keywords:
Employee Resilience, Employee Engagement, Job Crafting, Work Meaningfulness, Technical Workers.Abstract
Understanding how personal resources translate into proactive work behavior remains a critical issue in organizational research. Drawing on the Job Demands–Resources (JD-R) framework and Meaning of Work theory, this study examines the structural relationships between employee resilience, employee engagement, work meaningfulness, and job crafting among computer technicians at Harco Mangga Dua, Central Jakarta. A quantitative explanatory design was employed using data from 100 respondents selected through purposive sampling and analyzed with Partial Least Squares Structural Equation Modeling (PLS-SEM) in SmartPLS 4. The findings reveal that employee engagement significantly enhances both work meaningfulness and job crafting, and that work meaningfulness emerges as the most influential predictor of job crafting, underscoring its central role in fostering proactive and self-initiated work behaviors. In contrast, employee resilience does not exert a strong direct effect on job crafting, indicating that its contribution operates largely through engagement and perceived work meaning. These results highlight the primacy of internal psychological mechanisms in translating personal resources into adaptive work behavior. This study contributes to the literature by clarifying the indirect pathways linking resilience to job crafting and by extending the applicability of the JD-R framework to a technical service occupation that has received limited empirical attention. Practically, the findings emphasize the importance of strengthening employee engagement and cultivating meaningful work to stimulate proactive performance among technical staff.
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