Articles

Leader–Member Exchange as A Driver of Job Satisfaction: Examining The Mediating Role of Perceived Organizational Support and The Moderating Role of Work Engagement

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This study investigates the influence of Leader–Member Exchange on Job Satisfaction, with Perceived Organizational Support as a mediating variable and Work Engagement as a moderating variable among employees in high-risk industries. The research was conducted among construction and mining workers who had completed occupational safety training at PT Sepakat Safety. Drawing on Social Exchange Theory and the Job Demands–Resources framework, the study seeks to explain the relational and psychological mechanisms underlying employee satisfaction in safety-sensitive environments. A quantitative approach was applied using structured questionnaires distributed to eligible respondents. Data were analyzed through structural equation modeling to examine direct and indirect relationships among the variables. The findings reveal that Leader–Member Exchange has a strong positive and significant effect on Job Satisfaction. Leader–Member Exchange also significantly enhances Perceived Organizational Support, which subsequently exerts a positive influence on Job Satisfaction. Mediation analysis indicates complementary mediation, demonstrating that leadership quality affects Job Satisfaction both directly and indirectly through organizational support perceptions. Work Engagement shows a significant direct effect on Job Satisfaction; however, its moderating role is not supported. Overall, the results emphasize the importance of relational leadership and organizational support in improving employee satisfaction within high-risk industrial contexts.

Work–Family Conflict and Employee Mental Health: A Systematic Literature Review on the Moderating Role of Perceived Organizational Support

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Work–family conflict (WFC) remains one of the most persistent predictors of psychological strain in modern organizations, with empirical evidence indicating that employees experiencing high WFC exhibit elevated levels of anxiety, burnout, depressive symptoms, and overall mental health deterioration. This systematic literature review investigates two decades of peer-reviewed studies to clarify the magnitude and mechanisms through which WFC affects mental health outcomes, and to evaluate whether perceived organizational support (POS) functions as an effective moderating resource. Using PRISMA 2020 guidelines, publications from 2000–2025 were synthesized across databases including Scopus, Web of Science, EBSCO, and ScienceDirect. Findings reveal that WFC consistently predicts deteriorated mental health with medium-to-large effect sizes (β ranging from 0.30 to 0.55 across samples). POS demonstrates a protective function in most studies, reducing the negative psychological impact of WFC by approximately 18–35%, depending on organizational context and support climate. Studies employing conservation of resources theory and job demands–resources models provide strong evidence that POS buffers emotional exhaustion and psychological distress by expanding employees’ access to social and structural resources. Despite consistent findings, gaps remain: limited cross-cultural comparisons, inconsistent operational definitions of POS, and methodological overreliance on cross-sectional designs. This review highlights the need for longitudinal and multilevel designs to better capture the moderating pathways of POS.

The Influence of Transformational Leadership and Perceived Organizational Support on Innovative Work Behaviour Mediated by Work Engagement among Civil Servants at PPSDM Regional Yogyakarta

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The low level of innovative work behaviour at PPSDM Regional Yogyakarta is reflected in the institution’s 2024 accreditation result, which was rated at the one-star category, as well as the limited contribution of new ideas from employees. This condition highlights the importance of understanding internal organizational factors that can foster IWB, particularly the roles of transformational leadership, organizational support, and work engagement. This study aims to analyze the effects of transformational leadership and perceived organizational support on innovative work behaviour and to examine the mediating role of work engagement among civil servants at PPSDM Regional Yogyakarta. A quantitative approach was employed using a survey method, involving 108 civil servants. Data were analyzed using Partial Least Square–Structural Equation Modeling (PLS-SEM). The findings indicate that transformational leadership and perceived organizational support directly influence IWB. Both variables also have a positive and significant effect on work engagement. Furthermore, work engagement was found to have a positive and significant impact on IWB. Work engagement also significantly mediates the effects of transformational leadership and perceived organizational support on IWB. These results emphasize that work engagement serves as a key mechanism linking leadership and organizational support to employees’ innovative behaviour. Enhancing employees’ IWB cannot be achieved solely through transformational leadership or organizational support; instead, strengthening work engagement as a central mediator is essential. Organizations need to foster employee involvement by improving support, appreciation, and the consistency of policies to build a sustainable innovation culture in the workplace.

Mediating Effect of Perceived Organizational Support in Role of Work-Family Conflict and Work Stress Correctional Police Officer at Temanggung Class II B Detention Center

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This study examines and analyzes work-family conflict’s influence on work stress for Correctional Police Officers at Temanggung Class II B Detention Center. In addition, this study examines the mediating role of perceived organizational support on the relationship between work-family conflict and work stress. This research is quantitative and designed to test hypotheses. The data in this research is primary data taken from 40 correctional police officers with the criteria of being married. The results of this study indicate that work-family conflict has a significant positive effect on work stress. However, perceived organizational support did not significantly mediate the influence of work-family conflict on the work stress.