The Impact of Work Engagement on Job Performance: Exploring the Mediating Role of Innovative Work Behavior in the Public Sector

Abstract

This study examines the mediating effect of innovative work behavior (I.Web) on the relationship between work engagement (W.Eng) and job performance (J.Per). It explores how strategic employee engagement and innovation contribute to organizational performance, offering valuable insights for organizations aiming to enhance individual and collective outcomes. A quantitative research approach was employed to assess the relationships among W.Eng, I.Web, and J.Per. Data were collected through a structured questionnaire using Likert-scale items from 103 permanent employees (State Civil Apparatus or ASN) in the Directorate General of Land Transportation, Ministry of Transportation of the Republic of Indonesia. Structural Equation Modeling (SEM) with SmartPLS 3 software was utilized to analyze both direct and indirect effects. The findings reveal that W.Eng significantly influences I.Web (β = 0.911, t = 39.699, p < 0.001) and J.Per (β = 0.550, t = 2.924, p = 0.004). However, the mediating effect of I.Web on the relationship between W.Eng and J.Per was not significant (β = 0.280, t = 1.549, p = 0.122). These results indicate that while W.Eng positively affects both I.Web and J.Per, I.Web does not significantly mediate the relationship between engagement and performance. This study is limited to the public sector, specifically the Directorate General of Land Transportation in Indonesia, and its findings may not be generalizable to other sectors. The lack of a significant mediation effect suggests the need for further exploration of potential moderating variables or alternative mediators in the engagement-performance link. This research contributes to the understanding of the complex dynamics between W.Eng, I.Web, and J.Per, providing new empirical evidence in a public sector context. It highlights the importance of fostering engagement to drive innovation but emphasizes that innovative behavior alone may not be sufficient to enhance J.Per without other influencing factors.