How Employee Engagement and Perceived Organizational Support Drive Innovation Performance
DOI:
https://doi.org/10.58812/wsbm.v4i01.2759Keywords:
Employee Engagement, Perceived Organizational Support, Innovation Performance, Organizational Behavior, IndonesiaAbstract
This study examines the effect of employee engagement and perceived organizational support on innovation performance in the Indonesian context. Grounded in organizational behavior and human resource management perspectives, this research employs a quantitative approach using survey data collected from 175 respondents across various sectors. Data were gathered באמצעות a structured questionnaire measured on a Likert scale and analyzed using SPSS Statistics 25. The analysis includes descriptive statistics, validity and reliability tests, classical assumption tests, and multiple linear regression. The results reveal that employee engagement has a significant positive effect on innovation performance, indicating that employees who are more emotionally and cognitively involved in their work tend to contribute more actively to innovative activities. Perceived organizational support also shows a significant positive influence, suggesting that supportive organizational environments encourage employees to generate and implement new ideas. Furthermore, the simultaneous analysis demonstrates that both variables collectively contribute significantly to innovation performance, with a coefficient of determination (R²) of 0.507. These findings highlight the importance of strengthening employee engagement and organizational support as strategic drivers of innovation. The study contributes to the literature by providing empirical evidence from Indonesia and offers practical implications for organizations aiming to enhance innovation through effective human resource management practices.
References
[1] Sujarwanto, “Inclusive and Special Education Situation in Indonesia and the Paradox of Choice,” in Interdisciplinary Perspectives on Special and Inclusive Education in a Volatile, Uncertain, Complex & Ambiguous (Vuca) World, Emerald Publishing Limited, 2023, pp. 89–102.
[2] S. Lestari, “DIGITAL MARKETING STRATEGY FOR MSMEs IN THE VUCA ERA (Volatility, Uncertainty, Complexity, and Ambiguity):(Case Study of Snacks MSMEs" The Kriuk"),” J. Humanit. Soc. Sci. Bus., vol. 2, no. 1, pp. 47–53, 2022.
[3] N. Zachosova and O. Koval, “Strategic management in ensuring economic security in the digital economy and the VUCA World,” MEST Journal. mest.meste.org, 2022.
[4] D. M. Mansour, S. R. Sedita, and R. Apa, “Dynamics of Entrepreneurship in Egypt: Assessing the Entrepreneurial Ecosystem: Can Entrepreneurship Contribute to the Economic Development in Egypt?,” … Ecosyst. Middle East North …, 2018, doi: 10.1007/978-3-319-75913-5_19.
[5] N. T. P. Sari and A. Kusumawati, “Literature Review : The Efforts To Strengthening of Micro, Small and Medium-Sized Enterprises (MSME) in Indonesia,” Asian J. Manag. Entrep. Soc. Sci., vol. 2, no. 01 SE-Articles, pp. 98–115, 2022.
[6] Sajad Ahmad Bhat and Priyanka Patni, “A review: Impact of motivation and toxic work around job culture,” World J. Adv. Res. Rev., vol. 17, no. 3, pp. 747–751, 2023, doi: 10.30574/wjarr.2023.17.3.0463.
[7] V. SUNITHA, V. V, S. D, JAYKARTHIKEYAN, and SHIVAKUMAR, “a Study on Employees Retention With Reference To Cholamandalam Investment and Finance Company Limited, Chennai,” Russ. Law J., vol. 11, no. 12s, pp. 89–93, 2023, doi: 10.52783/rlj.v11i12s.2004.
[8] F. Hikmatullah, “Hubungan employee engagement dan burnout pada karyawan divisi IT,” J. Psikol., vol. 9, no. 1, 2017.
[9] T. Padmavathi, “Does Sustainable Work Environment Influence Work Engagement, Job Satisfaction and Employee Retention? Perspectives From E-Commerce Industry,” Rev. Gest. Soc. e Ambient., vol. 17, no. 4, pp. 1–13, 2023, doi: 10.24857/rgsa.v17n4-002.
[10] A. Kalidass and A. Bahron, “The relationship between perceived supervisor support, perceived organizational support, organizational commitment and employee turnover intention,” Int. J. Bus. Adm., vol. 6, no. 5, p. 82, 2015.
[11] I. Bernarto, D. Bachtiar, N. Sudibjo, I. N. Suryawan, A. Purwanto, and M. Asbari, “Effect of transformational leadership, perceived organizational support, job satisfaction toward life satisfaction: Evidences from indonesian teachers,” 2020.
[12] A. Alshaabani, F. Naz, R. Magda, and I. Rudnák, “Impact of perceived organizational support on OCB in the time of COVID-19 pandemic in Hungary: employee engagement and affective commitment as mediators,” Sustainability, vol. 13, no. 14, p. 7800, 2021.
[13] M. AKULIUSHYNA and M. CHEKYRTA, “Strategic planning in modern economic conditions,” Econ. Financ. Law, no. 11/1, pp. 21–25, 2020, doi: 10.37634/efp.2020.11(1).4.
[14] A. L. GHOFAR, R. N. P. PUTRA, and S. N. HAMIDAH, “Implementation Of Gateway Technology (Go-Pay) In Increasing Transaction Efficiency In MSMEs Dapur Restu,” J. Inf. Syst. Digit. Bus., vol. 1, no. 1, pp. 08–14, 2022, doi: 10.38142/jisdb.v1i1.651.
[15] S. L. Ratnasari and L. Lestari, “Effect of leadership style, workload and job insecurity on turnover intention,” Int. J. Innov. Creat. Chang., vol. 11, no. 12, pp. 299–313, 2020.
[16] J. Nasir et al., “The effects of transformational leadership, organizational innovation, work stressors, and creativity on employee performance in SMEs,” Front. Psychol., vol. 13, p. 772104, 2022.
[17] L. W. Hooi and A. J. Chan, “Does workplace digitalization matter in linking transformational leadership and innovative culture to employee engagement?,” J. Organ. Chang. Manag., vol. 36, no. 2, pp. 197–216, 2023.
[18] S. B. Prentice, “Job Satisfaction or Employee Engagement: Regardless of Which Comes First, Supportive Leadership Improves Them Both,” Adv. Dev. Hum. Resour., vol. 24, no. 4, pp. 275–285, 2022.
[19] T. M. Gumelar et al., “Pencegahan Fraud Pada Pengelolaan Dana Organisasi: Perspektif Theory of Planed Behavior,” Akunt. Ris., vol. 12, no. 1, 2020, doi: 10.17509/jaset.v12i1.23963.
[20] N. N. Islami, S. Wahyuni, and T. Tiara, “The effect of digital marketing on organizational performance through intellectual capital and perceived quality in micro, small and medium enterprises,” J. Organ. dan Manaj., vol. 16, no. 1, pp. 59–70, 2020.
[21] A. I. Nicolaou, “A contingency model of perceived effectiveness in accounting information systems: Organizational coordination and control effects,” Int. J. Account. Inf. Syst., 2000.
[22] A. Inam, J. A. Ho, H. Zafar, U. Khan, A. A. Sheikh, and U. Najam, “Fostering creativity and work engagement through perceived organizational support: The interactive role of stressors,” Sage Open, vol. 11, no. 3, p. 21582440211046936, 2021.
[23] D. A. Singh, “Employee Engagement for Business Sustenance: a Strategic Data Driven Approach,” TechHumanize Fintech Evol. HR - Innov. Challenges, Futur. Perspect., pp. 40–46, 2024, doi: 10.58532/nbennurttch5.
[24] D. Budiman, A. Ardhiyansyah, and U. N. Putra, “The Effect of Employee Engagement, Marketing Capability and Innovation on Sustainable Customer Loyalty among MSMEs Customers in Indonesia,” vol. 6, no. 2, pp. 96–108, 2023.
[25] S. Mohammad, M. Sağsan, and H. Şeşen, “The Impact of ‘Learning Organizations’ on Innovation: The Mediating Role of ‘Employee Resilience’ and Work Engagement,” SAGE Open, vol. 14, no. 4, p. 21582440241289184, 2024.
[26] S. Winasis, S. Riyanto, and E. Ariyanto, “Digital transformation in the indonesian banking industry: Impact on employee engagement,” Int. J. Innov. Creat. Chang., vol. 12, no. 4, pp. 528–543, 2020.
[27] Z. F. Karaalioğlu and A. T. Karabulut, “The mediating role of job satisfaction on the relationship between perceived organizational support and job performance,” Bus. Manag. Stud. An Int. J., vol. 7, no. 2, pp. 1022–1041, 2019.
[28] Y. Zhu, A. F. Obeng, and S. A. Azinga, “Supportive supervisor behavior and helping behaviors in the hotel sector: assessing the mediating effect of employee engagement and moderating influence of perceived organizational obstruction,” Curr. Psychol., vol. 43, no. 1, pp. 757–773, 2024.
[29] O. Nazir and J. U. Islam, “Enhancing organizational commitment and employee performance through employee engagement: An empirical check,” South Asian J. Bus. Stud., vol. 6, no. 1, pp. 98–114, 2017, doi: 10.1108/SAJBS-04-2016-0036.
[30] M. Vakola and D. Bouradas, “Antecedents and consequences of organisational silence: An empirical investigation,” Empl. Relations, vol. 27, no. 5, pp. 441–458, 2005, doi: 10.1108/01425450510611997.
Downloads
Published
Issue
Section
License
Copyright (c) 2026 Adebowale I. O., Khairul Nur Adli
This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
Facebook 
Instagram 
Twitter 
Youtube 
westscience.journals@gmail.com