Jurnal Ekonomi dan Pembangunan Indonesia Volume.
Nomor.
3 Agustus 2025 e-ISSN: 3031-3406.
p-ISSN: 3031-3414.
Hal 355-373 DOI: https://doi.
org/10.
61132/jepi.
Available online at: https://journal.
id/index.
php/jepi Influence of Perceived Organizational Support and Work Engagement on the Contextual Performance of Entrepreneurs Satria Efandi1*.
Riva Nadia Putri2 Universitas Syedza Saintika Padang.
Indonesia Universitas Negeri Padang.
Indonesia Jl.
Prof.
Dr.
Hamka.
Air Tawar.
Koto Tangah.
Kota Padang.
Sumatera Barat.
Indonesia Author correspondence: satriaefandi@gmail.
Abstract.
This study aims to analyze the influence of perceived organizational support and work engagement on the contextual performance of entrepreneurs in Padang City.
Contextual performance is an important aspect of the work environment, reflecting the voluntary behavior of employees or entrepreneurs in helping, collaborating, and supporting organizational or business goals beyond their core duties.
In the context of entrepreneurship, contextual performance can influence business continuity and development, as highly committed entrepreneurs tend to demonstrate greater initiative, loyalty, and involvement in business processes.
Perceived organizational support, the extent to which individuals feel valued and supported by the organizational environment or business community, is a determining factor in shaping these positive behaviors.
Meanwhile, work engagement reflects the level of enthusiasm and dedication of individuals in carrying out their business roles.
This study used a quantitative approach with a cross-sectional method, and data were collected through a survey of 1,146 entrepreneurs in Padang City.
West Sumatra Province.
The analysis showed that both perceived organizational support and work engagement significantly influenced the contextual performance of entrepreneurs.
The coefficient of determination (RA) of 0.
67 indicates that 67% of the variation in contextual performance can be explained by these two variables .
< 0.
This finding underscores the importance of creating a supportive environment and encouraging high work engagement in the entrepreneurial context.
Therefore, business owners, policymakers, and business community managers need to consider these two factors when designing comprehensive business performance improvement strategies to support regional economic growth.
Keywords: Contextual performance.
Entrepreneurs.
Perceived organizational support.
Performance.
Work
INTRODUCTION
Entrepreneurship plays a crucial role in supporting the nation's economy by creating jobs, driving innovation, and strengthening the national economic structure (Ling, et al, 2.
Through business activities, entrepreneurs not only create job opportunities for themselves but also for their surrounding communities, thereby reducing unemployment and improving Furthermore, entrepreneurship is a driving force for innovation, providing new products, services, and solutions that are relevant to market needs and current developments (Widiastuti, 2.
On a macro scale, the growth in the number of entrepreneurs also contributes to increased state revenue through taxes and the expansion of productive economic sectors (Ameer & Khan, 2.
Particularly in the current era of globalization and digitalization, entrepreneurship plays a strategic role in building economic independence and strengthening the nation's competitiveness on the international stage.
Therefore, developing a conducive entrepreneurial ecosystem is key to creating inclusive and sustainable economic growth (Ameer & Khan, 2.
Received: Juni 16, 2025.
Revised: Juli 18, 2025.
Accepted: Agustus 02, 2025.
Published: Agustus 06,2025 Influence of Perceived Organizational Support and Work Engagement on the Contextual Performance of Entrepreneurs Entrepreneurship growth in Indonesia continues to show a positive trend, marked by an increase in the national entrepreneurship ratio, which reached 3.
04% in 2024.
At the regional level.
Padang City, part of West Sumatra Province, recorded a higher entrepreneurship ratio of 10%, reflecting the strong trading spirit inherent in the local Minangkabau culture (Hasnah, et al, 2.
This phenomenon indicates that the entrepreneurial potential in Padang is growing significantly and can become a driving force for the regional economy.
Amid this growth, the business world is also experiencing various dynamics that influence business direction and However, despite the widening opportunities for business growth, businesses in Indonesia, including in Padang City, need to strengthen their adaptive and innovative capacities to remain relevant and competitive amidst rapid change (Hasnah, et al, 2.
Business competitiveness is heavily influenced by various internal and external factors, one of which is the contextual performance of the business owner.
Contextual performance is known as individual behavior to engage voluntarily in informal activities, persistently achieve a task, have the intention to coordinate with other parties, discipline against organizational regulations, and also adjust personal performance to efforts to achieve company performance targets (Bharwajd &.
Kalla, 2.
Examples of contextual performance that can be observed from individuals are such as the desire and enthusiasm to complete each task, the willingness to take the initiative to help the work of other colleagues voluntarily, respect and discipline towards all applicable work procedures and organizational rules, and the desire to participate in activities that can help the progress of the organization (Ling.
Singh &.
Arumugam, 2.
Contextual performance is needed in entrepreneurship to increase productivity and quality of work teams, increase revenue, save resources owned, make scarce capital efficiencies to maintain business process functions, become an actual medium to coordinate work activities, assist in maintaining business partners, increase consistency to adapt to environmental changes (Nofrianda.
Sari &.
Widiana, 2.
The application of contextual performance can be found in almost every form of organization or workgroup.
The contextual performance will also be more visible in organizations that have a more established structural design and have a democratic cultural climate (Nofrianda.
Sari.
Widiana, 2020.
Ling.
Singh &.
Arumugam, 2.
Theoretically, these contextual work behaviors can arise because they are caused by several elements sourced from within the scope of the company.
One of the factors that contribute to the emergence of contextual performance in employees is the employee's assessment of the company's support for themselves (Meyers, et al, 2.
and the self-attachment that employees have to their organization (Aulia.
Susanto.
Hidayat, 2.
Jurnal Ekonomi dan Pembangunan Indonesia - Volume.
Nomor.
3 Agustus 2025 e-ISSN: 3031-3406.
p-ISSN: 3031-3414.
Hal 355-373 Managing business activities requires paying attention to the typical characteristics of Employees as company assets act as important assets that are the main key drivers of business activities (Syafruddin, et al, 2.
One form of concern for human resource assets is to provide support through the fulfillment of rights to everyone involved in the business (Widiastuti, 2.
The form of support provided must have certain objectives and effects targeted at the human resources concerned (Sun, 2.
This support will be perceived and interpreted by individuals whether it helps significantly in work effectiveness or not (Sun.
If individuals perceive support as something positive, then individuals will be motivated to show their best performance or provide more work controversy as a form of response because they have been appreciated by other business members (Widiastuti, 2019.
Sun,2.
Additionally, in entrepreneurial activities, it is also important to foster and cultivate a sense of ownership in human resources as part of the business.
This sense of ownership is interpreted as a form of self-identification from individuals to their businesses so that attachment to the work done arises (Schaufeli, et al, 2.
An individual's attachment to their work is predicted to lead to the formation of dedication and sincerity not only in completing personal work but also in seriousness and desire to foster the business to achieve its goals by mobilizing the capacity that the individual has (Abdullah, et al, 2.
Based on what precedes, this study seeks to contribute to the field of managing human resource management and business behavior, especially those related to work engagement, perceived organizational support employees, and contextual performance in Padang City.
West Sumatra.
This research is also expected to play a role in helping entrepreneurs understand the importance of contextual performance as a supporting form of achieving business targets, which can be formed and influenced by perceptions of support from the business environment and a sense of individual attachment to their business processes.
In addition, this research is also expected to have a positive impact in enriching employee management repertoire within the company, one of which is to create employees who are supportive of organizational goals and embrace the vision and mission of the organization to make more contributions to the growth of the company.
THEORITICAL FRAMEWORK
Contextual Performance Theory According to Borman and Motowidlo .
n Widodo, 2.
, performance can be divided into two categories, namely task performance and contextual performance.
Task performance includes the actions of employees who are directed and actively participate in the organization's Influence of Perceived Organizational Support and Work Engagement on the Contextual Performance of Entrepreneurs work process in the form of transformation into goods or services, while contextual performance is defined as activities that play a role in managing business stability, social and social situations, diverse psychological environments in the workplaces needed as part of work.
Contextual performance plays its unique role in helping to encourage employees to work as well as possible away from their core duties.
Contextual performance refers to employee voluntary actions (Kany, 2.
that benefit employers indirectly.
Contextual performance can be seen when employees take the initiative in teamwork to address performance constraints, maintain effective work relationships, or exert more effort in completing tasks after set targets (Fortuna &.
Yurnalis, 2.
This kind of performance is a particular aspect of personal activity in the workplace, but it is outside the formal work environment, flexible, and not directly integrated into the applicable work process.
This kind of behavior can be raised by individuals in the form of their initiative to provide a positive thing for the organization.
Perceived Organizational Support Theory Eisenberg.
Huntington.
Hutchison, and Sowa .
n Putra.
Taba &.
Sorbansyah, 2.
are researchers who propose the concept of how employees interpret the help and care provided by the company to them known as perceived organizational support.
Perceived organizational support is interpreted as assumptions from employees regarding the form of organizational actions to provide support and care to the employees concerned (Rosa &.
Tabroni, 2.
All forms of contributions and treatments from the organization felt by employees are interpreted as input and information which are then analyzed and interpreted into perceptions and assessments of organizational contributions (Bernarto, et al, 2.
This perception will then lead to employee confidence regarding the appreciation from the company based on the work contribution they make to the company and the company's concern for their lives.
The level of employee trust is also actually influenced by an assessment of observations and experiences on how the company treats employees properly (Rubaca, 2.
In addition, the development of perceived organizational support measurement tool was conducted by considering various multidimensional factors that lead to several organizational behaviors and human resource management practices, resulting in effects in the form of organizational members' perceptions of their workplace (Allen & Shannock, 2.
In other words, the conditions of human resource management within the company provide a significant overview to assess the extent of organizational support given to employees (Kim et al.
, 2.
Jurnal Ekonomi dan Pembangunan Indonesia - Volume.
Nomor.
3 Agustus 2025 e-ISSN: 3031-3406.
p-ISSN: 3031-3414.
Hal 355-373 Work Engagement Theory Bakker and Leiter .
n Lai, et al, 2.
define work engagement as another form of motivation for people to work.
Employees feel compelled to work toward more difficult goals, want to excel, and respond quickly to situations, and employees are more likely to be satisfied with their efforts to achieve the goals they strive for.
Work engagement reflects the personality of employees who bring that energy to work passionately and enthusiastically.
In addition, this kind of energy reflects a strong interest in work.
Schaufeli, et al .
n Gabel-Shemueli, 2.
interpret work engagement as a positive attitude, an effort to fulfill work from the attentional focus which is classified into a certain meaning.
Schaueli, et al .
n Vakola.
Petrou &.
Katsaros, 2.
stated that work engagement is an employee psychological condition regarding optimal and intact work characterized by 3 characteristics, namely vigor, dedication, and absorption.
Vigor or vitality is characterized by high energy and mental strength at work, and the desire to establish its position at work and persevere in the face of adversity and pressure.
Dedicas refers to someone who is deeply engaged in their work and who finds a sense of relevance, passion, ideas, pride, and challenge through their work.
Then absorption is characterized by full focus and pleasant participation in work, feelings regarding time passing quickly and it is difficult to leave work (Borst.
Ruyen &.
Lako, 2019.
Roskova &.
Faragova, 2.
Hipotesis and Conceptual Framework Based on the description of the interaction between the variables above, there is a hypothesis that the researcher raised in this study:
Work engagement and perceived organizational support simultaneously affect the contextual performance of business actors (H.
There is a positive influence of work engagement on the contextual performance of business actors (H.
There is a positive influence of perceived organizational support on the contextual performance of business actors (H.
Figure 1: Research Conceptual Framework (Sources: Autho.
Influence of Perceived Organizational Support and Work Engagement on the Contextual Performance of Entrepreneurs RESEARCH METHOD This study consists of three variables whose data will be collected and analyzed.
Contextual performance serves as the endogenous variable, while perceived organizational support and work engagement are positioned as exogenous variables.
The population of this study is people who carry out entrepreneurial activities and have business units located in Padang City as many as 1146 people.
The overall population for this study was derived from a survey of the number of entrepreneurs that the researchers encountered in the field and who met the criteria for the study subjects.
Researchers take an error rate of 5% of the population by considering time constraints and researcher limitations (Azhari, et al, 2.
The sampling technique in this study is purposive sampling.
This method is used to determine the conditions and types of research subjects that have matched the characteristics determined by the researcher (Unaradjan, 2.
Researcher also using quota sampling to setting a certain number as a target that must be met in sampling from populations, especially those that are infinite or unclear, then with a benchmark number the researcher takes samples arbitrarily as long as they meet the requirements as samples from the population.
Entrepreneurial respondents can inclusively be characterized as individuals actively operating or having ownership responsibilities in a business, whether small or large in scale, and may have diverse business goals, including financial and social objectives, or a combination of both.
They exhibit proactive, creative, and innovation-oriented attitudes in developing their ventures.
Inclusive characteristics also encompass entrepreneurs with businesses on both local and international scales and include those willing to take risks to achieve significant business outcomes and growth.
Meanwhile, exclusive characteristics may involve parameters such as financial independence, where entrepreneurs are not significantly dependent on financial resources from others, as well as an orientation toward business ownership and self-reliance in managing their own business risks.
Therefore, these inclusive and exclusive characteristics help identify and understand the diversity within the entrepreneurial population, providing a more comprehensive overview in the context of research or evaluations conducted.
For the sample studied to be representative, this study used a sample size table based on population by Krejcie and Morgan.
Based on Krejcie and Morgan's table, a population of 1146 people, has a sample size of 291 people with 5% Margin Of Error (Azhari, et al, 2.
Data Collecting Method The following is the presentation of each research scale that has been selected by researchers which will be used as a tool for data collection in the field.
Each measurement instrument used in this study possesses an appropriate level of validity and reliability for Jurnal Ekonomi dan Pembangunan Indonesia - Volume.
Nomor.
3 Agustus 2025 e-ISSN: 3031-3406.
p-ISSN: 3031-3414.
Hal 355-373 application in field data collection.
Data were collected using two methods: first, by asking research respondents to directly complete the questionnaires distributed by the researchers, and second, by providing an online survey platform to facilitate more efficient outreach to Research Instruments The measurement instruments used in this study consist of three types, each representing one of the variables.
The following is an explanation of the three measurement instruments Contextual Performance Scale The contextual performance scale used in this study is a contextual performance scale developed by Borman and Motowidlo which was later adapted by Nofrianda .
in their The contextual performance scale consists of 16 items prepared using aspects contained in contextual performance, namely enthusiastic, voluntary, mutual assistance, complying with regulations, and supporting organizational goals.
This scale has an alpha reliability coefficient value of 0.
862, which can be said to be a reliable scale to use in this Perceived Organization Support Scale The perceived organizational support scale used in this study is the perception of organizational support scale compiled by Einsenberg adapted by Sari, et al .
This scale consists of 16 items arranged based on aspects derived from the construct of perceived organizational support theory according to Rhoades and Eisenberger, namely appreciation and recognition of employees and organizational concern for employee welfare.
The scale has a reliability coefficient value of 0.
799 which can be said to be reliable for use in this research.
Work Engagement Scale The work engagement scale used in this study is the Utrecht Work Engagement Scale (UWES) which was adopted by Ratih .
in his research.
The UWES scale consists of 18 favorable items arranged based on aspects contained in the work engagement construct according to vigor, dedication, and absorption (Schaufeli, 2.
This UWES scale has a reliability coefficient value of 0.
862 which can be said that the scale is reliable for use in this Data Analysis Methods The data analysis method used in this study is the Structure Equation Modeling (SEM) method using the Partial Least Squares (PLS) program, namely Smart PLS 3.
0, as a tool for testing structural models (Copyright License for this software was obtained through the Influence of Perceived Organizational Support and Work Engagement on the Contextual Performance of Entrepreneurs university purchas.
The inner model is a structural model that predicts the influence between latent variables (Sarstedt &.
Cheah, 2.
Inner model evaluation is applied through three stages, namely by paying attention to: First, coefficient of determination to measure the degree of variation from exogenous to endogenous variables.
The R-square value refers to the range where the R-squared values are 0.
, 0.
, and 0.
Second, predictive relevance measures how well observations are generated by models and parameter Looking at Q > 0 indicates that the model has predictive relevance.
Third.
GoF Index (GoF) is an index that provides an overview of the level of goodness of a model based on predictions and actual data.
The GoF index value is calculated by multiplying the average of the community index by R, so that the GoF values are 0.
mall GoF), 0.
edium GoF), 36 .
arge GoF).
After testing R.
Q, and GoF, the results show how the model is formed, and the expectations on the model are strong .
aking a new sample from the entire population does not significantly change the parameters of the mode.
This test allows for testing hypotheses .
ffects between variable.
The hypothesis test aims to describe the effect of organizational support and perceived work commitment on employee contextual performance by testing p-values, t-statistics, and original samples (Sarstedt and Cheah, 2.
Next step, hypothesis testing using the t-statistics value used is > 1.
96 which shows the hypothesis is accepted.
Meanwhile, the hypothesis is accepted or rejected by looking at the probability value, namely if the p-value < 0.
05 and to see the direction of positive or negative influence by looking at the original sample value (Wong, 2.
RESULT AND DISCUSSION
These analysis begin with showing categorization and percentage achievement of each variables based on the data that have been collected.
Categorization of each variable conduct by establishing category criteria based on the assumption that the subject's score is an estimate in the population and the subject's score in the population is normally distributed according to a standard normal curve (Priardana &.
Sunarsi, 2.
The categorization to be used is based on a hypothetical score Table 1.
Categorization of achievements per variable Variable Contextual performance Work Engagement Perceived organizational Support Percentage (%) Category High Average Low High Average Low Positive Neutral Negative Jurnal Ekonomi dan Pembangunan Indonesia - Volume.
Nomor.
3 Agustus 2025 e-ISSN: 3031-3406.
p-ISSN: 3031-3414.
Hal 355-373 Based on the categorization above, it can be seen that most subjects have contextual performance, work engagement, and perceived organizational support in the high category.
Others were in the medium category, and none had low contextual performance, work engagement, and perceived organizational support.
The following analysis presents the results of the research hypothesis testing, which will be explained one by one as follows.
Hypothesis Testing Result .
Mayor Hypothesis (Hypothesis .
Based on the results of multiple regression analysis for the major hypothesis, an F value was obtained in work engagement and perceived organizational support for contextual performance of 98.
538 with a significance level of 0.
< 0.
This means that there is simultaneously a very significant influence of work engagement and perceived organizational support on contextual performance with the resulting influence (R Squar.
Referring to these results, it can be said that the major hypothesis proposed by the researcher is accepted.
The results of multiple regression analysis for major hypotheses can be seen in the following Table 2.
Results of the analysis of the major hypothesis test Variable R Square Sig .
Information Work Engagement and Perceived Organizational Support on Contextual Performance Very significant .
Minor Hypothesis (Hypothesis 2 and .
Based on the results of partial effect analysis on work engagement of 9.
861 with a significance level of 0.
<0.
Furthermore, the results of the partial influence analysis on perceived organizational support on contextual performance obtained a Beta value of 0.
and a t value of 2.
642 with a significance level of 0.
< 0.
This shows that separate work engagement has a very significant positive effect on contextual performance and perceived organizational support has a very significant positive effect on contextual The results of regression analysis for minor hypotheses can be seen in the following table:
Table 3.
Results of minor hypothesis test analysis Variable Work Engagement on Contextual Performance Perceived Organizational Support for Contextual Performance Beta Sig .
Information Very significant Very significant Influence of Perceived Organizational Support and Work Engagement on the Contextual Performance of Entrepreneurs .
Effective Contribution Determining the effective contribution of work engagement and perceived organizational support variables to contextual performance can be analyzed based on the following table:
Table 4.
The value of the coefficients Beta and Zero Order Variable Work Engagement on Contextual Performance Perceived Organizational Support on Contextual Performance Beta Zero Order First, result of effective contribution of work engagement to contextual performance is 0,34%.
Second, result of effective contribution of perceived organizational support to contextual performance is about 6.
And last, result of effective contribution of work
engagement and perceived organizational support simultanously to contextual performance is This means that work engagement has a greater influence on contextual Discussion