Journal of Business and Organization Management Vol IV .
: 195-204, 2025 Effect of Job Crafting on Employee Performance through Work Engagement in IT Consulting and Software Development Employees in Yogyakarta Alexandra Amadea Pinkan1.
Herlina Dyah Kuswanti2* Received: 25.
Abstract Reviewed: 27.
Accepted: 05.
This study aims to explore and comprehensively examine the effect of job crafting on employee performance mediated by work engagement among employees of IT consulting and software development companies in Yogyakarta.
The population of this study comprises employees of IT consulting and software development companies in Yogyakarta, with a sample of 68 employees.
The sampling technique employed was purposive sampling, with the following criteria: .
a minimum tenure of six months, .
not currently in a training or internship period, .
having autonomy to adjust work methods or workflows, and .
frequently working collaboratively in teams or projects.
Data were collected through the distribution of offline and online questionnaires using Google Forms.
The data were then analyzed quantitatively using path analysis through multiple regression and Sobel testing with the assistance of SPSS.
The findings indicate that: .
job crafting has a direct and significant effect on employee performance, .
job crafting has a direct and significant effect on work engagement, .
work engagement has a direct and significant effect on employee performance, and .
work engagement mediates the effect of job crafting on employee performance.
Keywords: Job Crafting.
Work Engagement.
Employee Performance.
Introduction The development of the digital era has driven transformations in the workplace that require both organizations and employees to be adaptive and innovative.
In the information technology industry, rapid job dynamics and high expectations demand employeesAo ability to adjust, create, and actively contribute.
These challenges are evident through repetitive projects, innovation pressure, and the need for work One strategy believed to address these challenges is job crafting, defined as the changes employees make in responding to job demands and utilizing available work resources to better align their jobs with their personal abilities and needs (Tims et al.
, 2.
The results of a preliminary survey at PT Global Intermedia Nusantara and JMC IT Consultant indicate that some employees have practiced job crafting, although its implementation remains limited due to personal concerns and organizational In addition, variations in performance achievement were mostly categorized as moderate, with major obstacles stemming from a lack of managerial guidance and limited facilities.
1 UPN AuVeteranAy Yogyakarta 2 UPN AuVeteranAy Yogyakarta, email: herlina.
dyah@upnyk.
*Corresponding author MANAGEMENT DEPARTMENT.
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Previous studies have reported inconsistent findings.
Shang .
found that job crafting has a positive effect on performance, whereas Abira.
Jatmiko, and Sutapa .
reported that job crafting does not have a significant effect on performance in certain organizational contexts.
These inconsistencies suggest the need to examine mediating variables that may explain the relationship.
Work engagement may serve as a relevant mediating variable.
Schaufeli and Bakker .
define work engagement as a positive, fulfilling, work-related psychological state characterized by vigor, dedication, and absorption.
Corbeanu and Iliescu .
demonstrated that higher levels of work engagement are positively associated with However, the preliminary survey revealed that employee work engagement in both companies remains at a moderate level, primarily influenced by the quality of coworker relationships and working conditions.
This condition indicates the need for factors that can enhance work engagement.
Prior studies suggest that job crafting plays an important role in increasing work engagement (Baghdadi et al.
Furthermore.
Shang .
reported that job crafting can increase work engagement, which in turn improves performance.
Nevertheless, empirical evidence examining work engagement as a mediator between job crafting and performance, particularly in Indonesian IT companies, remains limited.
Based on these phenomena and research gaps, further investigation is required to analyze the effect of job crafting on employee performance with work engagement as a mediating variable in information technology companies in Yogyakarta.
This study is expected to provide both practical implications for organizations and theoretical contributions to the development of human resource management in the digital era.
Literature Review Job Crafting Tims et al.
define job crafting as employeesAo efforts to modify their job demands and job resources to better fit their skills and needs.
Wrzesniewski and Dutton .
describe job crafting as physical and cognitive changes employees make to the boundaries of tasks and work relationships.
According to Tims et al.
, job crafting consists of four dimensions: increasing structural job resources, decreasing hindering job demands, increasing social job resources, and increasing challenging job demands.
Work Engagement Schaufeli and Bakker .
define work engagement as a positive and fulfilling psychological state related to work, characterized by high levels of energy, involvement, and concentration.
Kahn .
explains work engagement as the optimal expression of organizational membersAo commitment to their work roles, encompassing physical, cognitive, and emotional aspects.
Schaufeli et al.
identify three main dimensions of work engagement: vigor, dedication, and Employee Performance Koopmans et al.
define individual performance as behaviors or actions that are relevant to organizational goals and can be measured objectively or subjectively.
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Mangkunegara .
describes performance as the quality and quantity of work achieved by employees in carrying out their assigned responsibilities.
Meanwhile.
Dessler .
defines performance as work achievement measured by comparing actual results with predetermined work standards.
According to Koopmans et al.
, employee performance comprises four main dimensions: task performance, contextual performance, adaptive performance, and counterproductive work Hypotheses H1.
Job crafting has a significant effect on employee performance among employees of IT consulting and software development companies in Yogyakarta.
H2.
Job crafting has a significant effect on work engagement among employees of IT consulting and software development companies in Yogyakarta.
H3.
Work engagement has a significant effect on employee performance among employees of IT consulting and software development companies in Yogyakarta.
H4.
Work engagement mediates the effect of job crafting on employee performance among employees of IT consulting and software development companies in Yogyakarta.
Methods Sample This study was conducted at PT Global Intermedia Nusantara and JMC IT Consultant.
Data were collected through questionnaires distributed to employees of both companies, with a total of 68 valid responses.
Respondents were asked to rate each statement using a five-point Likert scale ranging from 1 .
trongly disagre.
to 5 .
trongly agre.
The data were analyzed using path analysis through multiple regression and the Sobel test with the assistance of SPSS.
Measurement Job crafting was measured using the Short Form of the Job Crafting Scale (JCS) developed by Sora et al.
based on Tims et al.
The instrument consists of 12 items measured on a five-point scale ranging from 1 .
to 5 .
Work engagement was measured using the Utrecht Work Engagement Scale-9 (UWES-.
developed by Schaufeli and Bakker .
The instrument consists of 9 items measured on a five-point scale ranging from 1 .
to 5 .
Employee performance was measured using the Individual Work Performance Questionnaire (IWPQ) developed by Koopmans et al.
The instrument consists of 14 items measured on a five-point scale ranging from 1 .
to 5 .
Data Analysis The data were analyzed using path analysis through multiple regression.
This analysis was employed to examine the direct effects of the independent variable on the dependent variable, as well as the indirect effects through the mediating variable.
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To test the mediating role of work engagement in the relationship between job crafting and employee performance, the Sobel test was applied.
Results and Discussion Results Respondents Characteristics Based on Table 1, the majority of respondents are male, accounting for 60 respondents .
%), while female respondents total 8 individuals .
%).
In terms of Table 1.
Respondents Characteristics Respondent Characteristics Category Frequency Percentage Gender Female Male Total 18Ae26 27Ae35 36Ae44 45Ae53 54Ae62 Total Diploma (D.
BachelorAos Degree (S.
MasterAos/Doctoral Degree (S2/S.
Total < 4 years 4Ae6 years 7Ae10 years > 10 years Total Age (Year.
Highest Education Level Length of Service Senior High High School J - B O M .
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School/Vocational EFFECT OF JOB CRAFTING ON PERFORMANCE THROUGH WORK ENGAGEMENT | 199 age, most respondents are in the 18Ae26 years age group, comprising 28 respondents .
%), followed by those aged 27Ae35 years with 25 respondents .
%).
Respondents aged 36Ae44 years account for 12 individuals .
%), while those aged 45Ae53 years comprise 3 respondents .
%).
No respondents are in the 54Ae62 years age group.
Regarding educational background, most respondents hold a bachelorAos degree (S.
, totaling 33 respondents .
%).
This is followed by senior high school/vocational high school graduates with 21 respondents .
%), diploma (D.
holders with 12 respondents .
%), and masterAos/doctoral degree holders with 2 respondents .
%).
In terms of length of service, the majority of respondents have worked for less than four years, totaling 41 respondents .
%).
Respondents with 4Ae6 years of tenure account for 15 individuals .
%), those with 7Ae10 years of tenure total 7 respondents .
%), and those who have worked for more than 10 years comprise 5 respondents .
%).
Regression Model 1 Based on the results of data processing regarding the effect of job crafting on work engagement, the findings are presented in Table 2.
According to Table 2, the regression equation for Regression Model 1 can be formulated as follows:
WE = 14.
392 JC
Where:
JC =
Job Crafting WE = Work Engagement According to Table 2, the beta value or regression coefficient for the job crafting variable is 0.
392 with a positive direction.
This indicates that higher levels of employee job crafting are associated with higher levels of work engagement.
The coefficient of determination (RA) of 0.
123 suggests that job crafting explains 12.
3% of the variance in work engagement, while the remaining variance is explained by other Table 2.
Results of Regression Analysis for Model 1 Model Unstandardized Standardized Coefficients Coefficients Constant Job Crafting R Square F Hitung : 0.
: 9.
Sig Note Beta 003 Significant Dependent Variable: Work Engagement MANAGEMENT DEPARTMENT.
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Table 3.
Results of Regression Analysis for Model 2 Model Constant Job Crafting Work Engagement R Square F Hitung Coefficient Unstandardized Standardized Coefficients Coefficients Sig Beta : 0.
: 32.
Note Significant Significant Dependent Variable: Performance Regression Model 2 The results of data processing regarding the effects of job crafting and work engagement on employee performance are presented in Table 3.
According to Table 3, the regression equation for Regression Model 2 can be formulated as follows:
EP = 20.
575 JC 0.
276 WE
Where:
JC=
Job Crafting WE= Work Engagement
EP=
Employee Performance Table 3 presents the results of testing the simultaneous effects of job crafting and work engagement on employee performance.
Based on the regression analysis of Model 2, the regression coefficients () for job crafting and work engagement are 0.
276, respectively, both with positive directions.
This indicates that higher levels of job crafting and work engagement are associated with higher employee The coefficient of determination (RA) of 0.
502 indicates that these two variables explain 50.
2% of the variance in employee performance, while the remaining 8% is explained by other factors not included in this research model.
Path Analysis Based on the results of Regression Models 1 and 2, two regression equations are obtained as follows:
WE = 14.
392 JC
RA = 0.
F = 9.
EP = 20.
575 JC 0.
276 WE
RA = 0.
F = 32.
The residual errors are calculated as:
eCA = Oo.
Oe 0.
= 0.
eCC = Oo.
Oe 0.
= 0.
The results of the path analysis are visualized in a path diagram presented in Figure In Figure 1, the p-values .
egression coefficient.
for each variable represent the magnitude of the effect of the independent variables on the dependent variable.
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Figure 1.
Path Analysis Model Figure 2.
Sobel Test Result Based on Figure 1, a calculation model was developed to test the fourth hypothesis in this study.
Direct effect of JC on EP = 0.
Indirect effect of JC on EP = 0.
392 y 0.
= 0.
Total effect .
orrelation JC Ie EP) = 0.
= 0.
Where:
JC = Job Crafting EP = Employee Performance Sobel Test The Sobel test was employed to examine the mediating effect of work engagement on the relationship between job crafting and employee performance.
The Sobel test calculation is presented in Figure 2.
The sobel test calculation is as follows:
Based on the Sobel test results, the calculated t-value is 2.
183, which is greater than the critical t-value at a 5% significance level ( = 0.
, namely 1.
Therefore, it can be concluded that job crafting (X) has an indirect effect on employee performance (Y) through work engagement (Z).
This finding indicates that the presence of work engagement as a mediating variable strengthens the effect of job crafting on employee MANAGEMENT DEPARTMENT.
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Discussion The Effect of Job Crafting on Employee Performance among Employees of IT Consulting and Software Development Companies in Yogyakarta Based on the analysis results, job crafting has a significant effect on employee performance, with a significance value of 0.
000, which is below the threshold of 0.
In addition, the standardized coefficient beta value of 0.
550 indicates a strong positive relationship between the analyzed variables.
This suggests that an increase in employeesAo job crafting activities will be followed by an improvement in their This finding is consistent with the study conducted by Shang .
, which found that job crafting has a positive effect on performance.
The Effect of Job Crafting on Work Engagement among Employees of IT Consulting and Software Development Companies in Yogyakarta The results indicate that the significance value of the effect of job crafting on work engagement is 0.
003, which is below 0.
05, with a standardized coefficient beta of This finding demonstrates that job crafting has a direct, positive, and significant effect on work engagement.
In other words, higher levels of job crafting are associated with higher levels of employee engagement in their work.
This result is consistent with the findings of Baghdadi et al.
, who reported that job crafting positively influences work engagement.
The Effect of Work Engagement on Employee Performance among Employees of IT Consulting and Software Development Companies in Yogyakarta The findings show that employeesAo active involvement in their work significantly contributes to improved performance, as indicated by a significance value of 0.
which is lower than 0.
05, and a positive standardized coefficient beta of 0.
This indicates that increased work engagement is associated with higher employee This finding supports the study by Corbeanu and Iliescu .
, which found that work engagement has a positive effect on performance.
The Mediating Role of Work Engagement in the Relationship between Job Crafting and Employee Performance among Employees of IT Consulting and Software Development Companies in Yogyakarta Based on the findings of this study, work engagement serves as a mediating variable that significantly influences the relationship between job crafting and employee performance, with a calculated t-value of 2.
183, which exceeds the critical value of 68 at a 0.
05 significance level.
Job crafting has a direct effect on employee performance of 0.
575 and an indirect effect of 0.
108 through work engagement.
Thus, the total effect of job crafting on employee performance is 0.
These results indicate that work engagement functions as a mediator linking job crafting and employee performance.
This finding is consistent with Shang .
, who reported that work engagement mediates the effect of job crafting on performance.
Conclusion Based on the results of the analysis and discussion regarding the effect of job crafting on employee performance through work engagement among employees of IT J - B O M .
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consulting and software development companies in Yogyakarta, the following conclusions can be drawn:
Ae Job crafting has a direct and significant effect on employee performance.
Ae Job crafting has a direct and significant effect on work engagement.
Ae Work engagement has a direct and significant effect on employee performance.
Ae Work engagement mediates the effect of job crafting on employee performance.
Suggestions Based on the conclusions and analysis, it is recommended that PT Global Intermedia Nusantara and JMC IT Consultant enhance job crafting by fostering more open twoway communication between supervisors and employees, enabling employees to feel heard and to express ideas and work-related needs.
The companies should also provide clear, regular, and constructive feedback mechanisms to encourage employees to actively adjust and improve their work.
To enhance work engagement, organizations may assign challenging tasks aligned with employeesAo capabilities and grant employees greater autonomy in determining the best ways to complete their In addition, companies are encouraged to provide both financial and nonfinancial rewards as recognition of employeesAo contributions.
References