Peningkatan Kinerja Pegawai Melalui Job Crafting: Pendekatan Mediasi Pemberdayaan Psikologis pada IKM Logam Baja Kabupaten Tegal

Ananda Shafa Maharani; Dea Puspita Sari; Nini Apri Mulyani; Ravita Ismawati; Sefrina Lutfiani; Mei Rani Amalia

doi:10.30640/ekonomika45.v13i2.6843

Authors

Ananda Shafa Maharani Universitas Pancasakti Tegal
Dea Puspita Sari Universitas Pancasakti Tegal
Nini Apri Mulyani Universitas Pancasakti Tegal
Ravita Ismawati Universitas Pancasakti Tegal
Sefrina Lutfiani Universitas Pancasakti Tegal
Mei Rani Amalia Universitas Pancasakti Tegal

DOI:

https://doi.org/10.30640/ekonomika45.v13i2.6843

Keywords:

Employee Performance, Job Crafting, Manufacturing Sector, Mediating Variable, Psychological Empowerment.

Abstract

This study aims to analyze the influence of job crafting on employee performance with psychological empowerment as a mediating variable. This study employed a quantitative approach using a survey method involving 48 employees in the manufacturing sector. Data were collected through a questionnaire developed based on the indicators of each research variable and analyzed using the Statistical Package for the Social Sciences (SPSS). The analysis stages included validity testing, reliability testing, linear regression, and mediation analysis to examine both direct and indirect relationships among variables. The results show that job crafting has a positive and significant effect on employee performance. This finding indicates that employees’ ability to adjust tasks, work relationships, and perceptions of their work can encourage improved performance. In addition, psychological empowerment was proven to partially mediate the relationship between job crafting and employee performance. This demonstrates that psychological empowerment, which includes work meaning, competence, autonomy, and influence at work, strengthens the impact of job crafting on performance. Thus, this study confirms the importance of developing job crafting and psychological empowerment as organizational strategies to sustainably improve employee performance in the manufacturing sector. Furthermore, management needs to create a work climate that supports employee initiative and active participation.

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