Organizational Strategies and Work Engagement: Considering the Role of Feeling Trusted by Superior
DOI:
https://doi.org/10.47747/snfmi.v2i1.2315Abstract
This study investigates the role of feeling trusted by a supervisor in the relationship between high-performance work systems (HPWS) and knowledge-sharing behavior (KSB) on work engagement. Data from 278 financial services employees in Jakarta, Indonesia, were analyzed using structural equation modeling (SEM) to examine associations between HPWS, KSB, and work engagement, while the Hayes PROCESS Macro tested the moderating effect of feeling trusted by a supervisor. The results indicate that HPWS significantly and positively influences work engagement, whereas KSB has a negative but non-significant effect on work engagement. Feeling trusted by a supervisor did not moderate the relationship between HPWS and KSB with work engagement. Limitations include potential common method bias, managerial bias, the lack of managerial stratification, and a relatively small sample size, suggesting the need for future research to address these gaps. Practical implications emphasize the importance of HPWS in promoting employee engagement and satisfaction, recommending that organizations adopt structured frameworks to support positive employee attitudes and behaviors. This study offers novel insights into how feeling trusted, HPWS, and KSB shape work engagement, providing a foundation for enhancing employee engagement through strategic HPWS implementation and fostering a trusting organizational environment.
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