This study aims to analyze the influence of work
environment, work-life balance, and perceived
organizational support on employee engagement
at Java Heritage Hotel Purwokerto. The research
sample consisted of 110 employees of Java
Heritage Hotel Purwokerto using purposive
sampling technique. This research uses SPSS 26.
The results of the study indicate that work
environment, work-life balance, and perceived
organizational support have a significant effect
on employee engagement. The results of this
study provide important contributions to hotel
industry management in understanding the
factors that can increase employee engagement.
Therefore, companies need to create a conducive
work environment, support a balance between
personal and professional life, and demonstrate a
commitment to their employees' well-being.
Work EnvironmentWork Life BalancePerceived Organizational SupportEmployee EngagementFile created by JATS EditorJATS Editorissue-created-year2025INTRODUCTION
The development of the tourism sector in the era of globalization
requires all parties to compete and vie for strategic roles as
determinants of the direction of tourism development (Husnia
Rosianti et al., 2024). The hospitality industry, as a fast-growing
service industry, is highly dependent on the quality and active role
of human resources in supporting optimal operational activities
(Budi Santoso et al., 2024). Employees are the main asset in the
hospitality industry because they are directly involved in serving
guests. Thus, the survival of an organization depends heavily on its
human resources (Endratno & Afrizal, 2020). According to
Vermeulen et al. (2020) this success and progress are the main focus
of the company in designing the right strategy to achieve
competitive excellence and achieve business objectives. In this
case, human resource management is very important because the
achievement of organizational goals is greatly influenced by the
quality of human resources (Salmiati & Endratno, 2023).
Employees are closely related to productivity and service quality.
Java Heritage Hotel, as one of the iconic hotels in the Banyumas
area, has high service standards (Darmawan et al., 2021). To
maintain these standards, support is needed from employees who are
not only competent, but also committed to the organization.
According to a survey conducted by Gallup (2023), only 25% of
Indonesian workers are said to be actively engaged in their work,
69% are considered not engaged, and the remaining 6% are classified
as actively disengaged or clearly disengaged from their work and
have separated themselves from their work (sumber: Gallup, Inc.
(2022, July 7). Indicator: Employee Engagement. Gallup.com). Table 1
presents the results of the pre- survey data recapitulation, which
aims to obtain an initial overview of the level of employee engagement among Java Heritage Hotel Purwokerto employees.
Table 1. Pre-Observation Questionnaire
No.
Statements
Agree
Percentage (%)
Disagree
Percentage (%)
Not sure
Percentage (%)
1
I am satisfied with my work.
9
45%
9
45%
2
10%
2
I believe that my work has clear meaning and purpose.
10
50%
9
45%
1
5%
3
I feel that when I work, time flies quickly.
6
30%
10
50%
4
20%
4
I am enthusiastic about my work.
8
40%
10
50%
2
10%
5
When doing my job, I always try to persevere. Even when faced with difficult situations or when things don't go according to plan.
8
40%
10
50%
2
10%
6
For me, my job is full of challenges.
9
45%
10
50%
1
5%
7
I often get carried away when I'm working, so time quickly passes by.
5
25%
10
50%
5
25%
8
My job inspires me.
5
25%
11
55%
4
20%
9
I am able to work for long periods of time.
7
35%
10
50%
3
15%
(Jian et al., 2020)
A pre-observation questionnaire was distributed to 20 employees
of Java Heritage Purwokerto to obtain an initial picture of
employee engagement. According to the findings, the majority of
respondents feel proud and enthusiastic about their work. Although
there are still doubts in some aspects, such as work inspiration
and ability to endure long working hours. According to Kurniawan
et al. (2022) Employee engagement is directed toward aligning with
the organization's expectations in achieving its goals. Employees
are expected to be actively involved through participation,
commitment, and tangible contributions in the workplace. This is
in line with research by Firnanda & Wijayati (2021) states
that one important way to measure organizational strength is
through employee engagement.
James (1989) defined the work environment as internal
conditions within an organization that influence the atmosphere
and work methods of employees. Java Heritage Hotel Purwokerto has
provided adequate work facilities, but physical aspects alone are
not sufficient to reflect the overall quality of the work
environment. Therefore, this study was conducted to understand
employees' perceptions of the work environment from various
aspects, given its important role in supporting the achievement of
the company's vision and goals. A leader needs to create a
conducive working environment to improve employee comfort and
motivation in working in a disciplined manner (Surajiyo et al.,
2020). A positive and supportive work environment plays a role in
fostering a sense of comfort for employees in the workplace, which
in turn can contribute to increased employee engagement (Kharisma
et al., 2024). This statement is consistent with the findings of
various previous studies Putri Meidytania et al. (2024), Kurniawan
et al., (2022), Prasetyanto & Darmasetiawan (2022) The
argument is that the work environment affects employee
engagement. However, in the study by Nasidi et al. (2019)
It is said that the work environment does not affect employee
engagement.
The hospitality industry is highly demanding, and employees at
Java Heritage Hotel Purwokerto, particularly those in operations,
often struggle to balance work and personal life due to shift work
and service demands, which can lead to emotional exhaustion and
reduce time spent with family. Widyawati et al. (2021) The concept
of work-life balance refers to an individual's ability to manage
and balance their roles and responsibilities in both their work
and personal lives. According to Witriaryani et al. (2022)
Work-life balance becomes important when work pressure and
competition increase, but when work-life balance is achieved,
employees tend to have a high level of commitment to the
organization. This statement is in line with the findings of
various previous studies by Nurcahyo (2021), Khoiro et al. (2024),
Widyawati et al (2021). According to Septiani & Frianto
(2023), Hartanto & Nawangsari (2024), and Larasati & Hasanati (2019), The impact of work-life balance has no effect on employee engagement.
Perceived organizational support reflects employees'
perceptions that the organization values their contributions,
cares about their well-being, and is ready to provide support
(Rhoades & Eisenberger, 2002). Organizational support at Java
Heritage Hotel Purwokerto is beginning to be seen through the
facilities available and the open attitude of superiors, but it is
not yet felt evenly, as some employees still feel underinvolved
and rarely receive appreciation. Perceived organizational support
can make the workplace more attractive to workers and discourage
them from leaving the organization. Thus, companies are required
to create organizational support in the work environment (Gusti et
al., 2021). Perceived organizational support is a crucial aspect
for employees, as it can build trust and a sense of appreciation.
Thus, perceived organizational support plays an important role in
building employee engagement with the company. Purbosari &
Suharti (2024). Perceived organizational support has a positive
and significant effect on employee engagement, which is consistent
with previous research conducted by Firnanda & Wijayati (2021)
and Putri Meidytania et al. (2024). This is contrary to the
results of research conducted by Husna & Budiono (2022) and
Nurcahyo (2021) which shows that perceived organizational support
does not have a positive effect on employee engagement.
This study is based on previous research conducted by
Meidytania et al., (2024) which concluded that work environment
and perceived organizational support influence employee
engagement. This study adds the variable of work- life balance.
Java Heritage Hotel Purwokerto was chosen because it is a
star-rated hotel with a large number of employees and high
operational activity, making it relevant for researching factors
that influence employee engagement. This study is expected to
provide considerations for managers at Java Heritage Hotel
Purwokerto in improving employee engagement.
LITERATURE REVIEW
Social Exchange Theory (SET), which states that the basis of
interaction between individuals and organizations is the principle
of exchange, namely that individuals will contribute to the
organization, is the main theory used in this study. In this
context, employees who feel they are treated fairly and receive good
support will feel more involved and contribute more (Cropanzano
& Mitchell, 2005).
Social Exchange Theory (SET) provides a framework for
understanding how factors such as work environment, work-life
balance, and organizational support influence employee engagement.
This theory explains that interactions between individuals and
organizations are based on the principle of mutual benefit, and when
organizations treat their employees well, employees will be more
engaged in their work.
Employee engagement
Employee engagement is an individual attitude that demonstrates a
high level of focus on work, performing it with sincerity, and
caring about the organization where they work. In carrying out their
duties, individuals utilize various information, including thoughts, feelings, and
experiences, and engage wholeheartedly by supporting the success of
the work (Kahn, 2010). Employees with high levels of engagement tend
to be more flexible when organizational changes occur and are eager
to learn new things (Prasetyanto & Darmasetiawan, 2022).
The Influence of Work Environment on Employee Engagement
A productive and effective work environment enables employees to
complete tasks according to the criteria or objectives set by the
company (Sedarmayanti & Rahadian, 2018). This is consistent with
the statement by Judeh (2021) that a visually appealing work
environment can motivate workers to put more effort into their work.
Research by Putri Meidytania et al. (2024) states that employee
engagement increases significantly through aspects related to the
work environment. A safe and healthy workplace can increase employee
engagement with the organization. This is in agreement with research
by Kurniawan et al. (2022), Firnanda & Wijayati (2021), and
Husna & Budiono (2022) which also found that there is a positive
influence of the work environment on employee engagement. This shows
how employee engagement is influenced by good working
conditions.
H1: The work environment has a positive and signific ant impact
on employee engagement.
The Influence of Work-life Balance on Employee
Engagement
Work-life balance is a state in which individuals can
harmoniously balance their roles and responsibilities in their work
and personal lives, without neglecting either aspect of their lives
(Fisher et al., 2003). This balance can be achieved if individuals
are able to suppress the potential conflict between these two
demands. Various previous studies have provided theoretical
assessments and empirical evidence that work-life balance affects
employee engagement. Companies that implement a good work-life
balance culture will make employees feel more valued, have
sufficient energy, and be able to focus on their work without
sacrificing their personal lives (Kort, 2016). As proven by research
conducted Pratiwi & Silvianita (2020), Widyawati et al. (2021),
Khoiro et al., (2024), and (Nurcahyo, 2021), Work-life balance has a
positive and significant impact on employee engagement.
H2: Work-life balance has a positive and significant effect on
employee engagement.
The Influence of Perceived Organizational Support
on Employee engagement
Perceived Organizational Support depends on employees’
perceptions of the organization's intentions toward them. This
perception encourages employees to contribute to the achievement of
organizational goals in the hope of receiving rewards. In addition,
it also contributes to increased commitment, willingness to support
the organization, and psychological well-being of employees
(Kurtessis et al., 2017). Perceived organizational support refers to
employees' perceptions of the extent to which the organization
values their contributions, provides support, and demonstrates
concern for their well-being (Siregar & Pasaribu, 2022).
Perceived organizational support refers to a measurement of the extent to which employees believe that the company values their efforts or hard work and cares about their
well-being in the workplace (Rusmita et al., 2022). In line with the
study Septiani & Frianto (2023), Putri Meidytania et al. (2024),
Gusti et al. (2021) and Firnanda & Wijayati (2021) which states
that perceived organizational support has a positive and significant
effect on employee engagement.
H3: Perceived organizational support has a positive and
significant effect on employee engagement.
The conceptual framework of the hypothesis is as follows
Image
Figure 1. Conceptual Framework
METHODOLOGY
This research is quantitative research, with the research
population consisting of 140 employees of Java Heritage Hotel
Purwokerto using the Slovin formula with an error of 5%. To
anticipate damage or loss of questionnaires, the researcher added
0.05% of the sample size, resulting in a total of 110 respondents.
Purposive sampling was used in this study for sample selection, with
the criteria being employees of Java Heritage Hotel Purwokerto who
have worked for at least 1 (one) year. Data collection was conducted
through a questionnaire using a Likert scale of 1 to 5 points. Data
analysis was performed using multiple linear regression analysis
with SPSS 26.
The indicators of employee engagement according to Schaufeli et
al. (2002) are vigor, dedication, and absorption. The indicators of
work environment according to Sedarmayanti (2001) are lighting and
illumination, layout and workspace, air quality and temperature,
cleanliness and safety, and interpersonal relationships within the
organization. There are three indicators of work-life balance
according to Fisher et al. (2009), namely: time balance, involvement
balance, and satisfaction balanceIndicators of perceived
organizational support according to Rhoades & Eisenberger (2002)
These are: fairness, support from superiors, and organizational
recognition and working conditions.
RESEARCH RESULT
Respondent Profile
Table 2. Respondent Profile
Characteristic
Frequency
Percentage (%)
Gender
Male Female
73
37
66,4%
33,6%
Work Unit
Accounting
Engineering
F&B Product
F&B Service
Front Office
House Keeping
Human Resources
Sales Marketing
Security
10
10
20
20
10
27
3
6
4
9,1%
9,1%
18,2%
18,2%
9,1%
24,5%
2,7%
5,5%
3,6%
Age
> 50 years old
20-30 yeras old
30-40 years old
40-50 years old
3
58
38
11
2,7%
52,7%
34,5%
10,0%
Education
Diploma (D1)
Diploma (D3)
Barchelor’s degree
Senior High School
Junior High School
1
17
13
78
1
0,9%
15,5%
11,8%
70,9%
0,9%
Period of employment
> 10 years
1-5 years
6-10 years
18
59
33
16,3%
53,6%
30%
The analysis of characteristics shows that the majority of
respondents are male (66.4%) and employees aged between 20 and 30
years (52.7%). In addition, 53.6% have 1-5 years of work
experience in their field. Finally, most respondents are from the
housekeeping division (24.5%), and the majority of respondents
have a high school diploma or equivalent (70.9%).
Descriptive Statistical Data Analysis
Participants' opinions on the work environment, work-life
balance, perceived organizational support, and employee engagement
were evaluated in this study using descriptive statistical
analysis.
Table 3. Descriptive Analysis Results
Variables
N
Minimum
Maximum
Mean
Std.
deviation
Work Environment
110
4
5
4,727
0,467
Work-life Balance
110
4
5
4,666
0,5
Perceived Organizational
Support
110
1
5
3,75
1,908
Employee Engagement
110
3
5
4,555
0,726
Based on the results of descriptive analysis, it shows that the
variable work environment (X1) has a standard
deviation of 0.467, an average value of 4.727, a minimum value of
4, and a maximum value of 5. The variable work-life
balance (X2) has a standard deviation of 0.5, with an
average value of 4.666, a minimum value of 4, and a maximum value
of 5. The variable perceived organizational support (X3) has a
standard deviation of 1.908, with an average value of 2.75, a
minimum value of 1, and a maximum value of 5. For the variable
employee engagement (Y), it has a standard deviation of 0.726,
with an average value of 4.555, a minimum value of 3, and a
maximum value of 5.
Instrument Test Results
Validity
Table 4. Validity Test Results
Variable
Statement
R Count
R Table
Mean
Work Environment (X1) (Indriyanto, 2019)
Inside the workspace, the color scheme has been carefully arranged to support you in your work.
0,550*
0,186
4,727
The lighting in the work area is adequate and not glaring, supporting your work activities.
0,548*
0,186
4,636
The air circulation in your work environment is adequate.
0,660*
0,186
4,909
Your workplace is free from noise so you can work well.
0,657*
0,186
4,454
Restrictions on movement are in place for your comfort so that you can work effectively.
0,639*
0,186
4
My workspace is safe and comfortable, so I feel comfortable working.
0,516*
0,186
4
My workspace is well maintained so that I feel comfortable working.
0,545*
0,186
4,090
The division of tasks in the workplace has a clear work structure.
0,638*
0,186
4
The work obligations assigned to each department within the company are appropriate.
0,672*
0,186
3,636
Leaders pay attention to the conditions of their employees.
0,600*
0,186
3,454
I always maintain good cooperation with my coworkers, which makes me more enthusiastic about my work.
0,498*
0,186
4
Work-life Balance (Siagian et al., 2024)
The company maintains high productivity by encouraging a good balance between work and personal life.
0,569*
0,186
4,666
The company’s work schedule is designed so that employees can maintain a balance between work and personal life, thereby contributing to improved performance and well-being.
0,638*
0,186
4,888
Perceived Organizational Support (X3) (Celep & Yilmazturk, 2012)
The leader does not care about the employees at all.
0,705*
0,186
2,75
Although employees have tried their best, leaders do not always pay attention.
0,701*
0,186
3
Leaders care about employee job satisfaction.
0,217*
0,186
2,625
Leaders always ignore all employee complaints.
0,509*
0,186
3,09
Leaders don't value what employees do.
0,737*
0,186
3
Leaders care deeply about their employees’ contributions to their work.
0,575*
0,186
3,125
Leaders care deeply about the welfare of their employees.
0,428*
0,186
2,875
Leaders always appreciate the achievements of their employees.
0,410*
0,186
2,625
Employee Engagement (Y) (Jian et al., 2020)
I take pride in the work I do.
0,307*
0,186
4,555
I feel that the work I do has clear meaning and purpose.
0,251*
0,186
4,333
Time flies so quickly when I'm working.
0,207*
0,186
4
I'm really into my job.
0,220*
0,186
3,777
In my work, I always try to persevere. Even when facing difficult situations or when things don't go according to plan.
0,326*
0,186
4
For me, my job is full of challenges.
0,241*
0,186
3,555
I often get carried away when I'm working, so time flies by quickly.
0,354*
0,186
4
My work inspires me.
0,305*
0,186
3,333
I can continue working for a very long time at a time.
0,559*
0,186
3,555
*) Valid.
Based on the validity test results, the calculated R value for each variable item is greater than the table R value of 0.186. Therefore, every statement in the survey is considered valid.
Reliability
Table 5. Reliability Test Results
Variable
Cronbach’s Alpha
Critical Value
Criteria
Work Environment (X1)
0,807
0,60
Reliable
Work-life Balance (X2)
0,745
0,60
Reliable
Perceived Organizational Support (X3)
0,657
0,60
Reliable
Employee engagement (Y)
0,812
0,60
Reliable
All variables were categorized as reliable based on the
variable testing results because the Cronbach’s Alpha score was higher than
0.60.
Normality
Table 6. One Sample Kolmogorov-Smirnov Test
One-Sample Kolmogorov-Smirnov Test
Unstandardized
Residual
N
110
Normal Parametersa,b
Mean
,0000000
Std. Deviation
2,71060664
Most Extreme Differences
Absolute
,061
Positive
,061
Negative
-,048
Test Statistic
,061
Asymp. Sig. (2-tailed)
,200c,d
a. Test distribution is Normal.
b. Calculated from data.
c. Lilliefors Significance Correction.
d. This is a lower bound of the true
significance.
The Asymp. Sig. value (2-tailed) for the calculation is 0.200
> 0.05, and the Kolmogorov-Smirnov value is 0.061. Based on
these standards, it can be concluded that the regression model of
the study has a normal distribution.
Multicollinearity
Table 7. Multicollinearity Test Results
Variable
Tolerance
VIF
Work Environment (X1)
0,705
1,399
Work-life Balannce (X2)
0,685
1,459
Perceived Organizational Support (X3)
0,950
1,052
The results of the multicollinearity test show that the
tolerance value of each variable is greater than 0.1 and the VIF
is less than 10. No evidence of multicollinearity was found,
indicating that the regression model used in this study provides
accurate and reliable estimates of the relationship between the
observed variables.
Heterocedasticity
Table 8. Heterocedasticity Test Results
Variable
Value Sig.
Sig.
Information
Work Environment (X1)
0,504
0,05
No heteroscedasticity
occurs
Work-life Balance (X2)
0,222
0,05
No heteroscedasticity occurs
Perceived Organizational Support
(X3)
0,221
0,05
No heteroscedasticity
occurs
The significance threshold exceeds 0.05. This indicates that
the independent components have no clear impact on the residuals.
As a result, there are no heteroscedasticity issues with the
regression model.
Data Analysis Results
Analysis of the Coefficient of Determination (R2)
Table 10. Coefficients of Determination Test Results(R2)
Model Summary
Model
R
R Square
Adjusted R
Square
Std. Error of the
Estimate
1
,614a
,377
,359
2,74870
a. Predictors: (Constant), Perceived Organizational
Support, Work
Environment, Work-life Balance
The R-Square value is 0.359 according to the analysis findings.
According to Table 10, the model used can account for 35.9% of
data volatility. In other words, the three independent variables
in this regression model cannot explain approximately 64.1% of the
variation in variable Y.
Multiple Linear Regression Test
Table 11. Multiple Linear Regression Test
Coefficientsa
Model
Unstandardized Coefficients
Standardized
Coefficients
t
Sig.
B
Std. Error
Beta
1
(Constant)
6,124
4,113
1,489
,139
Work Environment
,365
,086
,387
4,268
,000
Work-life Balance
,223
,106
,195
2,106
,038
Perceived Organizational
Support
,276
,083
,263
3,338
,001
a. Dependent Variable: Employee
engagement
Table 11 shows the multiple linear regression describing the
research variables and their relationship with the
assumptions:
Y = ∝ + 𝛽1X1 + 𝛽 2X2
+ 𝛽 3X3 + e
Y = 6,124 + 0,365X1 + 0,223X2 +
0,276X3
The equation above shows that the work environment has a
coefficient value of 0.365, indicating that this variable has a
significant and positive effect on employee engagement. The better
the perceived work environment, the higher the employee
engagement. The significant positive value for the regression
coefficient of work-life balance is 0.223, meaning that the
balance between work and personal life contributes to increasing
employee engagement. Increased employee engagement is also
accompanied by increased organizational support, as evidenced by
the regression coefficient value of organizational support of
0.276.
Test (Partial)
Table 12. t-Test Results
Variable
t count
t table
Sig.
Work Environment (X1)
4,268
1,659
0,000
Work-life Balance (X2)
2,106
1,659
0,038
Perceived Organizational Support (X3)
3,338
1,659
0,001
Here are the findings from Table 12:
The t-test, the work environment variable showed a
significance value of 0.000 < 0.05 and a t-value of 4.268
> 1.659. Therefore, H1 is accepted, indicating that the
work environment has a positive and significant effect on
employee engagement.
The t-test, the work-life balance variable showed a
significance value of 0.038 < 0.05 and a t-value of 2.106
> 1.659. Therefore, H2 is accepted, indicating that
work-life balance has a positive and significant effect on
employee engagement.
The t-test of the perceived organizational support
variable showed a significance value of 0.001 < 0.05 and
a t-value of 3.338 > 1.659. Therefore, H3 is accepted,
indicating that perceived organizational support has a
positive and significant effect on employee engagement.
DISCUSSION
The influence of Work Environment on Employee Engagement
Based on the t-test results, the work environment has a positive
and significant effect on employee engagement. Thus, it can be said
that a pleasant work environment has a significant positive
influence on employee engagement (Kharisma et al., 2024). At Java
Heritage Hotel Purwokerto, a safe and comfortable environment can
encourage employees to become more involved in their work by
providing both physical and psychological support. In line with the
Social Exchange Theory (SET), a reciprocal relationship between the
organization and employees is formed when individuals feel that they
are treated fairly and valued by their work environment. Employees
who feel comfortable in their work environment are more likely to
reciprocate by increasing their engagement in their work.
This study is in line with previous studies Firnanda &
Wijayati (2021), Husna & Budiono (2022), Kurniawan et al.
(2022), and Putri Meidytania et al. (2024) This shows that the
workplace significantly increases employee engagement.
Implications are that the management of Java Heritage Hotel
Purwokerto needs to maintain and improve a safe and comfortable
working environment, as this has been proven to encourage employee
engagement.
The influence of Work-life Balance on Employee Engagement
Based on the t-test results, work-life balance has a positive and
significant effect on employee engagement. According to the results,
the work-life ba lance of Java Heritage Hotel Purwokerto employees
significantly improves employee engagement (Witriaryani et al.,
2022). Based on Social Exchange Theory (SET), which states that
mutually beneficial relationships between people and organizations are built on the basis of employees' feelings that their work and personal obligations are balanced, they will view the
company as one that values their well-being. These results are
supported by previous research by Pratiwi & Silvianita (2020),
Widyawati et al. (2021), Nurcahyo (2021), and Khoiro et al. (2024)
states that work-life balance has a positive and significant effect
on employee engagement.
The implication is that implementing a good work-life balance at
Java Heritage Hotel Purwokerto is important for improving employee
engagement. Employees who feel a balance between work and personal
life tend to be better engaged because they feel valued by the
organization.
The Influence of Perceived Organizational Support on Employee Engagement
Based on the t-test results, perceived organizational support has
a positive and significant effect on employee engagement. It can be
concluded that the level of organizational support perceived by
employees from the company also significantly affects how engaged
employees are towards the company (Purbosari & Suharti, 2024).
This finding can be explained through the Social Exchange Theory
(SET) approach, which emphasizes that reciprocal relationships
between employees and organizations can be formed when employees
feel supported by the organization. Perceived organizational support
is an important component in fostering employee engagement at Java
Hotel Purwokerto because it can motivate workers to take action by
increasing employee engagement.
The results of this study are in line with other studies
conducted by Gusti et al. (2021), Ida Apriani et al. (2023),
Septiani & Frianto (2023), and Anwar & Yuniasanti (2024) who
found that perceived organizational support has a positive and
significant effect on employee engagement.
Implications are that Java Heritage Hotel Purwokerto needs to
strengthen organizational support for employees, as high perceptions
of support can encourage increased employee engagement.
CONCLUSIONS AND RECOMMENDATIONS
Based on the results of the study, employee engagement was
significantly and positively influenced by the workplace at Java
Heritage Hotel Purwokerto. Employee engagement ultimately increased
when a supportive work environment fostered a sense of connectedness
and commitment to the organization. Furthermore, this study showed
the beneficial and significant influence of work-life balance,
indicating that it is an important component in increasing employee
engagement. Employees who are able to manage both in a balanced
manner tend to be more active in carrying out their responsibilities
in the organization. This study also found that employee engagement
is positively and significantly influenced by perceived
organizational support. We can conclude that the more employees feel
that the organization supports them, the greater their involvement.
Perceived organizational support strengthens employees' commitment
to organizational achievement.
Based on the research findings and discussions that have been
presented, the following are several recommendations that can be
used as a reference for developing practices and further
research:
Based on descriptive statistical analysis in Table 4 for the
work environment variable, in order to improve employee
engagement, the company should reduce noise disturbances in the
work area. Efforts such as installing sound absorbers, rearranging
workspaces, or providing quiet workspaces can improve employee
comfort and concentration. This is because the mean value is below
4, which means that the respondents' responses were less than
satisfactory.
Based on descriptive statistical analysis in Table 4 for the
work-life balance variable, in order to improve employee
engagement, companies should increase work flexibility to support
a balance between personal life and work, for example through
adaptive working hours and trust in determining work methods. This
is because the mean value is below 4, which means that the
respondents' responses were lacking.
Based on descriptive statistical analysis in Table 4 for the
perceived organizational support variable, in order to improve
employee engagement, it is recommended that companies encourage
their leaders to show more concern for employee job satisfaction
through open communication, performance appreciation, and
responsiveness to employee needs. This is because the mean value
is below 3, which means that according to respondents, the
statements are lacking.
Based on descriptive statistical analysis in Table 4 for
employee engagement statements, the researcher suggests that the
company maintain and improve working conditions that support
emotional involvement and employee focus. One effort is to involve
employees in decision-making to maintain a sense of ownership and
commitment to work. This is because the mean value is below 4,
which means that the statements are lacking according to
respondents.
ADVANCED RESEARCH
This study is expected to serve as a basis for further research
involving other relevant characteristics. In addition, the scope of
the research can be expanded to other service sectors or hotels in
different regions, so that the results will be more diverse and the
research findings will have a stronger level of generalization.
The Adjusted R-Square value of 0.359 indicates that this model
does not fully explain the relationship between variables, which is
one of the weaknesses of this study. This study was conducted at
Java Heritage Hotel Purwokerto with a sample size of 110
respondents, so that if the sample size is larger, it is likely to
produce different results.
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