May – June 2020

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The Effect of Psychological Capital on Work

Engagement: Employee Well-Being as a Mediator
Laila Meiliyandrie Indah Wardani1, Suci Wulandari2, Pratiwi Triasti3, Agnis Sombuling4
123
Faculty of Psychology, Mercu Buana University.
4
Faculty of Psychology and Education, Universiti Malaysia Sabah

Article Info Abstract

Volume 83
Page Number: 17220 - 17229 Human resources have an essential role as a factor that supports the success of the
company, where companies are also required to prosper their workers then how
Publication Issue: workers can be attached to the company. In this study, work engagement is one of the
May - June 2020 factors, namely personal resources; some typical personal resources are in
psychological capital that affects work engagement, such as self-efficacy and optimism.
Then psychological capital also affects employee well-being, where one's positive
condition influences the welfare of workers. Thus the employee well-being factor also
influences work engagement with the welfare of good quality in the workplace. The
purpose of this research is to find out the role of employee well-being as a mediator in
the relationship between psychological capital and work engagement. Data analysis
Article History techniques in this study there is a mediation regression analysis of model 4 by Hayes.
Article Received: 1 May 2020 Respondents in this study were 235 private company workers in Greater Jakarta. The
Revised: 11 May 2020 results of this study indicate there is a role of employee well-being as a mediator in the
Accepted: 20 May 2020 relationship between psychological capital with work engagement. The study
Publication: 24 May 2020 conducted to cover the gap in the previous research.
Keywords: Employee well-being, Psychological Capital, Work engagement, Workers.

I. INTRODUCTION found there are several factors of work

In the world of work Human Resources (HR) is an
essential factor in the progress of a company,
employment as an HR directing goals for the
company, will it lead to high or low success? In
contrast to other resources, workers are particular
resources because they have behaviors and
feelings as well as personal reasons and goals.
Therefore, human resource management becomes
a significant thing in carrying out the company's
operations.
The engagement has an essential role in the effort
to achieve an organization's success, because
work engagement includes aspects that include
positive emotions, full involvement in work, and
characterized in three main dimensions, namely
vigor, dedication, and absorption (Bakker,
Schaufeli, Leiter, & Tarris, 2008). Talking about
variables related to work engagement, Bakker
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engagement, namely job demands, job resources,
and personal resources (Wardani & Fatimah,
2020). Personal resources refer to the
characteristics possessed by employees, such as
personality, nature, age, and some typical ones,
namely self-efficacy, organizational-based self-
esteem, optimism, and personality (Wardani &
Anwar, 2019).
Typical of these personal resources is in
Psychological Capital (Psycap). Psycap owned by
employees consists of four dimensions of the
character of self-efficacy, hope, resilience, and
optimism. Psycap owned by workers can increase
the potential values of employees in various ways,
such as taking a different perspective, appreciating
situations and changes more positively, being able
to take chances, being able to adapt or adjust and
being able to improve their welfare (Avey,
Luthans, Smith, & Palmer, 2010).
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Based on the 2015 Asian Productivity
Organization (APO) data, productivity per
Indonesian worker reached USD 24.3 thousand
(Sekretariat Nasional Asean-Indonesia, 2018).
The productivity was two times higher than
productivity in 1990. It means, for 25 years,
Indonesia's productivity grew by 3.1% per year.
From the data, does the percentage of growth has
added value for improving the welfare of
Indonesian workers. Therefore, with the
expectation that the quality of human resources
following the criteria needs to improve the quality
of employees, in fulfilling this employee welfare
must be Employee Well-Being. Employee Well-
Being (EWB) defined as employee quality of life
and psychological status at work (Siegrist,
Wahrendorf, Knesebeck, Jürges, Börsch-Supan,
2006) and overall well-being, job satisfaction, and
emotional exhaustion (Vanhala & Tuomi, 2006).
Ilies, Schwind, and Heller (2007) stated that
improving the welfare of workers is considered
very important.
According to Juniper (2010), the definition of
Employee Well-being (EWB) is part of the
welfare obtained by an individual from a job that
is influenced by the work environment. Employee
Well-being has three dimensions, namely,
satisfaction with life well-being, workplace well-
being, and psychological well-being (Juniper,
2010). Life well-being is an individual's
perception of the experiences experienced during
his life. Workplace well-being defined as the
sense of prosperity achieved by employees from
work done, while psychological well-being refers
to the state of psychological function felt by
someone. Moreover, several factors are salary,
incentives, bonuses, and health services.
Thus, the company's expectation of improving the
quality of the company through HR requires the
existence of Psychological Capital and Work
Engagement in the employee's employment, it is
crucial for the company and considered for the
benefit of developing the company's business.
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Workers are also comfortable in working and then
feeling and getting well-being. Based on what has
been explaining above, researchers are interested
in developing the scientific properties of the three
variables, namely Work Engagement,
Psychological Capital, and Employee Well-Being.
There have not been many previous studies
discussing these three things together. This
research is like a speck of dew in the Sahara given
the importance of these three variables to cover
the gap of the previous research, and the
researcher wants to examine further whether
Employee Well-Being has a role as a mediator in
the relationship between Psychological Capital
and Work Engagement.
II. METHOD
In this study, the sample consisted of 235 private
company workers in Greater Jakarta. Where 135
are female respondents and 100 men, who asked
to fill out the questionnaire. This study uses three
measuring instruments, namely, Employee Well-
being Scale (EWB Scale), Implicit Psychological
Capital Questionnaire (IPCQ), and Utrecht Work
Engagement Scale (UWES). The following are the
blueprint results from each measuring instrument.
The Employee Well-being Scale (EWB Scale)
adapted from (Zheng, Zhu, Zhao, & Zhang, 2015)
consists of 19 items. Here are the results of the
employee well-being blueprint:
Table 1
Blueprint measurement of employee well-being
Dimension Sample item No Item
LWB I feel satisfied with my life 1, 4, 7, 10,
13, 16
WWB I am satiesfied with my 2, 5, 8, 11,
work responsibilities 14, 17
PWB I feel I have grown as a 3, 6, 9, 12,
person 15, 18, 19
The Utrecht Work Engagement Scale (UWES)
which adopted from (Schaufeli & Bakker, 2003)
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Consist of 17 items. Please follow the result of validity. Those three measurement instruments
work engagement blueprint as below: already passed from the reliability test with a
Table 2. Blueprint measurement of Work score of Cronbach Alpha more than 0.7. The
Engagement following are the results of Cronbach's Alpha
Dimension Sample item No Item value in table 4.
Vigor At my work, I feel 1,4,8,12,15,17
bursting with energy Table 4. Coefficient reliability
Dedication I find the work that I do 2,5,7,10,13
full of meaning and
No. Cronbach’s Alpha
purpose
Research of
Absorption Time flies when I am 3,6,9,11,14,16 Dimension Previous Present
Variable ite
working Research Research
ms
Vigor .868
The Implicit Psychological Capital Questionnaire Work
Engagem Dedication 17 .877 .868
(IPCQ) which adopted from Harm, Krasikova, ent
and Luthan (2018) Consist of 24 items. Please Absorption .908
find the result of the psychological capital Efficacy .750 .888
blueprint as below: Psycholo Hope .676 .885
gical 24
Capital Resilience .689 .885
Table 3. Blueprint measurement of psychological Optimism .826 .887
capital
Dimension Sample item No Item Life Well-
.895 .883
being
Efficacy Feeling confident and self- 1,9,17 Employe
assured in their ability Workplace
e Well- 19 .874 .876
Hope Believing that they can 3,11,19 Well-being
Being
accomplish their goal Psychological
Resiliency Believing that they can 5,13,21 .878 .872
Well-being
bounce back from any
setbacks that have occured
Optimism Expecting good thing to 7,15,23 The analysis in this study is a mediation
happen in the future regression analysis of model 4 v3.0 process by
Filler Item 2,10,18,4,12,20,6,14,22,8,16,24
Andrew F. Hayes, Ph.D., independent t-test
analysis, and ANOVA oneway.
The three measuring instruments have already
tested for validity; in this study, a back-forward III. RESULT
translate process carried out on the measuring
instrument to used. The process was conducted by Descriptive Analysis
three people who were fluent in English by This study consisted of 235 respondents
translating those instruments into Indonesian and consisting of 135 (57.4%) female respondents and
then re-translated into English. The first person 100 female respondents (42.6%). Respondents
will translate from the original language to the with the range age of 19-30 years as many as 173
subject of research (Indonesian). The second people (73.6%), then respondents with the range
person will translate the results of the translate age of 30-50 years as many as 58 people (24.7%),
(first person) to the language of origin of the respondents with the age of 50 years and over
measuring instrument (original language). there are four people (1.7%). Then found 72
Furthermore, this study conducted an expert graduated from Vocational High School (SMK)
judgment by five experts in psychology as content (30.6%), 39 graduated from Diploma (16.6%),

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118 graduated from Bachelor (50.2%), six Mean = 48.86; SD = 6.81. The result indicate that
graduated from Master (2.6%). Then 163 people the work engagement (WE) of respondents in
(69.4%) work for less than five years. After that this study are above average, it is known that the
98 respondents (41.7%) married, 131 respondents hypothetical Xmax = 85; Xmin = 17; Mean = 51;
were single (55.7%), 6 respondents were widowed SD = 11.33. While the empirical Xmax = 85;
/ widower (2.6%). Moreover, there are 48 people Xmin = 25; Mean = 62.57; SD = 11.04.
(20.4%) with 5-10 years of the working period, 24 Furthermore, based on table 6. the result also
people (10.2%) with more than ten years of shows the categories range of respondents based
working period. on EWB, 1 respondent (.4%) in low category, 44
The descriptive analysis used to determine the respondents (18.7%) in average, and 190
frequency of data that has been collected and respondents (80.9%) in high category. While
processed. From this analysis, we can see a based on Psycap, the resulf also shows the
summary of the conclusions obtained in general. categories range of respondents, 4 respondent
In this analysis, there are descriptive data from (1.7%) in low category, 41 respondents (17.4%) in
employee well-being, psychological capital, and average, and 190 respondents (80.9%) in high
psychological empowerment. The descriptive category. Moreover, the resulf also shows the
analysis used to determine the frequency of data categories range of respondents based on WE, 8
that has been collected and processed. From this respondent (3.4%) in low category, 94
analysis, we can see a summary of the respondents (40%) in average, and 133
conclusions obtained in general. In this analysis, respondents (56.6%) in high category
there are descriptive data from employee well- Table 6.
being, psychological capital, and work
Range Frequency Percentage
engagement. Descriptive analysis following in Scale Categories
H E H E H E
table 5. 19- 28-
L 1 25 .4 10.6
39 63
Table 5. Descriptive analysis 40- 64-
EWB A 44 185 18.7 78.7
65 82
Xmin Xmax Mean SD 66- 83-
Scale Hi 190 25 80.9 10.6
95 91
H E H E H E H E
12- 12-
L 4 26 1.7 11.1
EWB 19 28 95 91 52 72.46 12.67 9.55 28 42
29- 43-
PCQ A 41 178 17.4 75.7
PCQ 12 12 60 60 36 48.86 8 6.81 44 55
45- 56-
WE 17 25 85 85 51 65.25 11.33 11.04 Hi 190 31 80.9 13.2
60 60
Legend : H: Hypothetic; E: Empirical 17- 25-
L 8 40 3.4 17
40 52
Based on the categorization table 5, The result 41- 53-
WE A 94 167 40 71.1
62 74
indicate that the employee well-being (EWB) of
63- 75-
Hi 133 28 56.6 11.9
respondents in this study are above average, it is 85 85
known that the hypothetical Xmax = 95; Xmin = Legend : L: Low; A: Average; Hi: High; H: Hypothetic; E:
Empirical
19; Mean = 52; SD = 12,6. While the empirical
Xmax = 91; Xmin = 19; Mean = 72,46; SD = Inferential Analysis
9,55.. The result indicate that the Psychological Furthermore, in this study to determine whether
Capital (Psycap) of respondents in this study are the Mediator employee well-being variable has a
above average, it is known that the hypothetical role in the relationship between the variable X1
Xmax = 60; Xmin = 12; Mean = 36; SD = 8. (psychological capital) with the Y variable (work
While the empirical Xmax = 60; Xmin = 12; engagement), a mediation regression analysis

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using PROCESS v.3.0 model no 4 conducted by capital and work engagement is .2650 (p <.001)
Andrew F. Hayes. From this analysis obtained with a value of R = .4836 and R2 = .2339 (p <.05),
the model feasibility test value or F value, the which means psychological capital influences
value of the regression coefficient or the value of work engagement by 23.39%. Then it can also be
t, the value of the coefficient of determination, seen that psychological capital also has a positive
and the regression equation. This analysis will relationship with employee well-being with the
also produce mediation results through a single relationship value of the two variables (a) of .8579
intervening variable (M), namely employee well- with a value of R = .6122 and R2 = .3747 (p <.05)
being. The following are the results of the which means psychological capital affects
analysis of the PROCESS v.3.0 matrix model 4 employee well-being by 37.47%. Furthermore, the
by Andrew F. Hayes, which summarized in direct relationship between employee well-being
Table 7. and work engagement is also a positive
Table 7. Result of Mediation Analysis relationship where the value of the value (b) is
Consequent .6046 with a value of R = .6363 and R2 = .4048 (p
Antecedent M (EWB) Y(WE)
<.05) which means that employee well-being
affects work engagement by 40.48%.
Coeff. SE P Coeff. SE P
Furthermore, from the diagram above, it can be
X (Psycap) a .8579 .0726 <.01 c’ .2650 .1038 <.01
seen that the employee well-being in this study
M (EWB) ---- ---- ---- b .6046 .0741 <.01
acts as a partial mediator in the relationship of
305.3 35.81
Constant iM <.01 iY 58.079 46.380 <.01 psychological capital and work engagement,
90 6
R2 = .3747 R2 = .4048 where the direct relationship between the two
F(1.233)=139.6468;p<.01 F(2.232)=78.9085;p<.01 variables is equal to .2650. However, the value
will increase if the psychological capital first goes
The coefficient of determination explains through the employee well-being before work
the variation of the influence of independent engagement with the indirect effect (c) value of
variables on the dependent variable. The .3201 (p <.001). There is a BootLLCI value of
coefficient of determination obtained by looking .2083 and BootULCI of .4510 with a 95%
at the output R2 or Adjusted R-Square; with
percentile bootstrap confidence interval. This
mediation analysis, the steps taken to estimate the
paths a, b, c 'and ab. Paths a and b are direct and result shows that the value of the relationship
indirect effects, while path c is direct effects, here between psychological capital and work
are the estimation results in the mediation model engagement can increase if the relationship
described in the following diagram: between the two variables first mediated by
employee well-being.
EWB From the explanation above, it concluded that the
a = .8579 b = .6046 three variables in this study have a positive effect
between variables, which know that if the value of
one variable is high. It will make the value of the
PSYCAP WE
c = .3201 (c’ = .2650 ) other variables also higher, and vice versa, if the
value of one variable is low, it will make the value
Figure 1. Result of mediation regression of the variable others also become low.

From the diagram above it can be seen that the

direct relationship (c ') between psychological
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Table 8. Matrix Correlation of Dimension

DIMENSION 1 2 3 4 5 6 7 8 9 10
1.PCQ_EFFICACY 1
2.PCQ_HOPE ,728** 1
3.PCQ_RESILIENCE ,607** ,758** 1
4.PCQ_OPTIMISM ,675** ,811** ,880** 1
5.EWB_LWB ,457** ,444** ,384** ,364** 1
6.EWB_WWB ,389** ,470** ,447** ,426** ,705** 1
7.EWB_PWB ,550** ,652** ,565** ,561** ,615** ,697** 1
8.WE_VIGOR ,439** ,537** ,478** ,454** ,529** ,595** ,654** 1
9.WE_DEDICATION ,427** ,540** ,519** ,512** ,525** ,694** ,633** ,827** 1
10.WE_ARBSORBTION ,196** ,241** ,228** ,229** ,246** ,355** ,341** ,658** ,583** 1
**. Correlation is significant at the 0.01 level (2-tailed).

From the several dimensions of the variables Education

studied also showed that the correlation matrix
value is quite high and very significant as the Working
dimensions of the variable employee well-being. 34.166 .278 .757
Period
The most significant relationship is psychological
Marital
well-being with psychological capital variables is 151.652 1.246 .289
the hope dimension with the value of coefficient Status
.652 (p > .001). Then to test whether there are Based on table 9, it is known that the age factor on
significant differences in the mean value in a group the work engagement variable has a mean square
compared to other groups, and in this test used value of 18.060, F = .147 (P>.05), then the last
Analysis of variance or ANOVA. The following educational factor has a mean square value of
analysis based on each variable: 303.454, F = 2.538 (P>.05 ), then the factor of
service life has a mean square value of 34.166, F =
Table 9. Result of Anova 0.278 (P>.05). While the last marital status factor
Mean
Variable Demographic F Sig has a mean square value of 151.652, an F = 1.246
Square (P>.05), this shows that there is no difference in
Age 74.478 .815 .444 work engagement based on age, last education,
years of service and marital status.
Last
151.460 1.675 .173
Education IV. DISCUSSION
EWB Working
90.688 .994 .372 This study shows that employee well-being as a
Period
partial mediator, the results of this study are where
Marital
129.086 1.421 .244 the value of the relationship between psychological
Status
capital and work engagement can increase if the
Age 35.200 .756 .470 relationship between the two variables first
Last mediated by employee well-being. This result can
65.920 1.427 .235
Education occur if it is related to the working conditions of
Psycap Working employees in greater Jakarta having a pretty good
78.656 1.704 .184 work cycle starting from safe environmental
Period
conditions, and conditions of working hours
Marital
14.994 .321 .726 accordingly. Where employees who have positive
Status
psychological conditions by having the confidence
Age 18.060 .147 .863
to succeed, make positive attributions, persevere
WE
Last 303.454 2.538 .057 towards goals, and have the resilience to achieve
success. Then it will affect how mental endurance,
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the level of dedication, and a strong bond at work
will be a sense of difficulty with separating from
work. This influence will increase if there is
satisfaction with the welfare of employees in the
work environment.
This study also shows that shows a positive
relationship between psychological capital and
work engagement. Therefore this can show that
psychological capital is one of the factors that can
increase one's work engagement. This can happen
itself is also quite good in striving for the welfare of
its employees such as providing appropriate
salaries, adequate benefits, and opportunities to
have a good career in the company, to increase the
level of psychological capital of the employees and
ultimately also will have a positive impact on the
work engagement of private company workers in
greater Jakarta. The findings of this study are
consistent with previous research on "Work
Engagement and Psychological Capital in the
Italian public administration: A new resource-based
intervention program" with research variables,
namely Work Engagement and Psychological
Capital, found that a positive relationship between
constructs both before and after the intervention.
This shows that Psychological Capital has strong
and generally rooted connections with Work
Engagement, and people who have good
Psychological Capital are more likely to be engaged
in their work (Ozbek & Erbasi, 2016; Karatepe &
Talebzadeh, 2016; Karatepe & Avci, 2017; Fabio,
Paola, & Costantini, 2017; Wardani & Anwar,
2019).
The results of the study, if the current conditions in
which private enterprise workers in Greater Jakarta
expected to be able to improve their abilities and
also be able to provide innovation in their work to
be more efficient. So that with this research
supported by previous studies said psychological
capital is one solution to face challenges in the
current global market era. In addition to the
existence of good psychological capital will reduce
the vulnerability of employees from conditions that
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can make themselves depressed about the demands
of actual work.
Then it can also be seen that psychological capital
also has a positive relationship with employee well-
being (a). These results indicate that a person with a
high psychological capital value will have a high
employee well-being value as well, and vice versa,
someone with a low psychological capital value
will have a low employee well-being value as well.
This study relates to the more positive
psychological state of a person, the quality of life of
employees, and psychological status in the
workplace getting better than before.
Furthermore, the direct relationship between
employee well-being and work engagement, there
is also a positive relationship (b). Based on these
results, it can seem that someone with a high value
of employee well-being will find the value of work
engagement as well, and vice versa, someone with a
low value of employee well-being, the value of
work engagement will be low too. In a study
conducted by Kanten and Yesıltas (2015) showed
that perfectionism positively affected work
involvement and psychological well-being, while it
did not directly influence emotional exhaustion.
Also, perfectionism negatively affects
Psychological Well-Being, but negative effects do
not have a direct effect on Work Engagement and
Emotional Exhaustion. From this research, it can
see that Psychological Well-Being has a fully
mediating role in the relationship between Negative
Perfectionism and Emotional Exhaustion.
Moreover, psychological well-being has the role of
a full mediator in the relationship between Positive
Perfectionism and Emotional Exhaustion.
Of the several dimensions of the variables studied
also showed that the correlation matrix value is
quite high and very significant as the dimensions of
the variable employee well-being. The biggest
relationship is psychological well-being with
psychological capital variables is the hope
dimension. This can happen because the hope
dimension is often associated with cognitive
processing of expectations by making positive
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attributions about succeeding now and in the future
(Luthans, Youssef, & Avolio, 2007), so that when
someone has a positive value on the psychological
well-being dimension. Where in this case
pychological well-being is an individual’s
subjective evaluation of the positive potential that
exists in that individual, this evaluation is formed
by the life experience that has been passed to
realize his true identity (Wardani & Astuti, 2019).
Then the employee well-being variable with the
workplace well-being dimension has a very
significant relationship with the work engagement
variable on the dimension of dedication. Where the
dimension of workplace well-being not only
includes job satisfaction, but also includes positive
emotions experienced by individuals regarding their
work (Zheng, Zhu, Zao, & Zhang, 2015).
Furthermore, if it is related to the dimension of
dedication to the variable work engagement that has
to understand the willingness to contribute
enthusiastically to complete the work (Schaufeli,
Salanova, Gonzalez-Roma, & Bakker, 2002). Then
it will be related where someone who has felt his
rights is well protected, and then the individual will
also contribute to maximum effect on his work.
Furthermore, the psychological capital variable
with the hope dimension has a relationship with the
work engagement variable on the dedication
dimension. Where the hope dimension is the
expectation of positive results and a series of
cognitions based on success: (a) agents (directed by
determination) and (b) path thinking (planning
ways to achieve goals) (Snyder, 2002; Brooks &
Hirsch, 2017). Moreover, if it is related to the
dedication dimension of the work engagement
variable that has an understanding that has the will
to contribute enthusiastically to complete the work
(Schaufeli, Salanova, Gonzalez-Roma, & Bakker,
2002). So that if the two dimensions will seem the
relationship where someone who has a high sense
of optimism, he will also give good dedication to
the company so that the goals achieved to the
maximum.
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Based on the explanation above, to become a major
player in the global economy, the productivity of
Indonesian workers must continue to be developed.
where each brand will display their best products to
be accepted by the market, there must be employee
welfare. This is certainly a significant thing for
companies to consider to be able to continue to be
able to compete and excel in the global economy,
one of the most important things is to be able to
maintain the condition of employees in the best
condition to achieve the goals of the company.
Therefore the factors psychologically will play an
important role in the effort to realize these targets.
Demographic factors that influence the work
engagement of respondents in this study are gender,
age, last education, marital status, and years of
service. Based on Schaufeli (Bakker & Demerouti,
2007), some things that can affect one's work
engagement are personal resources where age and
education are part of it. On the results of the
Independent T-Test, it seems that there are
differences only in sex, based on the gender of the
respondent. This result can occur because of the
cultural habits in Indonesia where men act as the
head of the family plays the main role in earning a
living, while women are not like that so that the
value of employee engagement will be higher for
employees who are male compared to female. This
result is also following the research of Schaufeli
and Bakker (2003), which suggests that gender
differences can affect a person's work engagement,
where male employees will have a higher tendency
of vigor and dedication than female employees.
While on the ANOVA Oneway results from the
three variables of work engagement, psychological
capital, and employee well-being, where this
additional analysis conducted on the demographic
factors of the respondents namely age, last
education, years of work and marital status the
results of the four factors namely the absence of
differences significant between one group and
another group.
According to Schaufeli (Bakker and Demerouti,
2007), several factors of work engagement have to
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do with age, especially young adults and middle
adults, where at that time, a person will begin his
career. He will see whether his current place of
work can increase the potential within himself and
whether the current place of work can meet his
expectations. If both of these things fulfilled, the
value of one's resources will increase and of course,
can also increase one's work engagement in the
place of work. Likewise, with the educational
background, including the components of one's
resources whereby having individuals with good
educational background and following the field of
work, it will increase the employee's sense of
optimism in doing their work and will also increase
the level of success of a given job.
V. CONCLUSION
Based on the results of the research that has done, it
concluded that there is a role of employee well-
being as a very significant partial mediator in the
relationship between psychological capital and
work engagement in private company workers in
Jabodetabek. This result can be seen from an
increase in someone's work engagement if
psychological capital passes employee well-being
first.
The implication of the study for the management of
companies to continuously improve the
achievement of company goals must be able to
foster good relations with its employees by holding
family gatherings for employees and open forums
that held routinely to establish good relations and
communication between employees and superiors.
They can know the aspirations and input from
employees, with the aim that employees feel that
the company where they work is not just a place to
make a living but also will have a sense of
belonging and high attachment to work and the
company. Moreover, to increase employee
engagement, the company should create
comfortable working conditions for employees
where there is suitable health insurance in its
portion. This workplace supports the work of
Published by: The Mattingley Publishing Co., Inc.
May – June 2020
ISSN: 0193-4120 Page No. 17220 - 17229
employees, such as the presence of a gym, adequate
canteen, room temperature, and functional layout.
To increase employee well-being and psychological
capital to increase work engagement of employees,
and ultimately the goals of the company can be
appropriately achieved. This research was done as
an update, and there is still not much research on
variables that can improve the psychological capital
relationship with work engagement, namely
employee well-being as a mediator in relation.
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