Analisis Pengaruh Servant Leadership dan Workload Terhadap Employee Engagement dengan Job Satisfaction dan Perceived Organizational Support Sebagai Pemediasi

Abstract

Employee engagement menjadi isu penting pada organisasi publik karena kualitas kinerja dan pelayanan sangat bergantung pada kesediaan pegawai untuk menginvestasikan energi, dedikasi, dan perhatian dalam pekerjaan. Penelitian ini menganalisis pengaruh servant leadership dan workload terhadap employee engagement melalui job satisfaction dan perceived organizational support (POS) pada pegawai Badan Pusat Statistik (BPS) se-Provinsi Sulawesi Tengah. Penelitian menggunakan survei kuantitatif terhadap 240 pegawai dari 13 satuan kerja yang dipilih dengan proportionate stratified random sampling. Data dianalisis menggunakan partial least squares structural equation modeling (PLS-SEM) dengan SmartPLS 4. Hasil menunjukkan bahwa servant leadership tidak berpengaruh langsung secara signifikan terhadap employee engagement (β=0,064; p=0,459), tetapi berpengaruh positif terhadap job satisfaction (β=0,650; p<0,001) dan POS (β=0,587; p<0,001). Workload berpengaruh negatif terhadap employee engagement (β=-0,140; p=0,021), job satisfaction (β=-0,187; p=0,003), dan POS (β=-0,272; p<0,001). Job satisfaction berpengaruh positif terhadap employee engagement (β=0,502; p=0,001) dan memediasi pengaruh servant leadership maupun workload. Sebaliknya, POS tidak berpengaruh signifikan terhadap employee engagement dan tidak memediasi kedua hubungan tersebut. Temuan ini menunjukkan bahwa job satisfaction merupakan mekanisme psikologis yang lebih menentukan dibandingkan POS dalam menjelaskan employee engagement pada konteks BPS Sulawesi Tengah.

Employee engagement is critical in public organizations because service quality and organizational performance depend on employees' willingness to invest energy, dedication, and attention in their work. This study examines the effects of servant leadership and workload on employee engagement through job satisfaction and perceived organizational support (POS) among employees of Statistics Indonesia (BPS) across Central Sulawesi Province. A quantitative survey was conducted with 240 employees from 13 work units selected using proportionate stratified random sampling. The data were analyzed using partial least squares structural equation modeling (PLS-SEM) in SmartPLS 4. Servant leadership had no significant direct effect on employee engagement (β=0.064; p=0.459), but positively affected job satisfaction (β=0.650; p<0.001) and POS (β=0.587; p<0.001). Workload negatively affected employee engagement (β=-0.140; p=0.021), job satisfaction (β=-0.187; p=0.003), and POS (β=-0.272; p<0.001). Job satisfaction positively affected employee engagement (β=0.502; p=0.001) and significantly mediated the effects of both servant leadership and workload. By contrast, POS did not significantly affect employee engagement and did not mediate either relationship. The findings indicate that job satisfaction is a more decisive psychological mechanism than POS in explaining employee engagement in the Central Sulawesi BPS context, highlighting the importance of service-oriented leadership and balanced workloads that translate into positive day-to-day job experiences.