Psychological Well-being and Employee Performance: Work Engagement as a Mediating Mechanism among Baristas

Fatima Fayyaza; Muhammad  Husain

doi:10.62794/je3s.v7i5.520

Authors

Fatima Fayyaza Universitas Negeri Surabaya, Indonesia
Muhammad Husain Universitas Negeri Surabaya, Indonesia

DOI:

https://doi.org/10.62794/je3s.v7i5.520

Keywords:

Baristas, Employee Performance, Job Demands-Resources, Psychological Well-being, Work Engagement

Abstract

The study examines the connection between psychological well being and performance of employees in baristas and whether work engagement is a motivational mechanism that links the two. Relying on the Job Demands-Resources (JD-R) model, psychological well-being is addressed as an individual resource that can underpin the prolonged energy levels, commitment, and successful frontline performance. The population used in the study was a purposive sample of 257 baristas who work in coffee shops located in East Java, Indonesia where a minimum work-experience of three months was set. Partial Least Squares Structural Equation Modeling (PLS-SEM) with SmartPLS and 5,000 bootstrap subsamples were used to analyze the proposed relationships. The existing model demonstrates the positive and statistically significant correlation between psychological well-being and employee performance ( β = 0.277, p < 0.001), psychological well-being and work engagement (β = 0.511, p < 0.001), and work engagement and employee performance (β = 0.435, p < 0.001). The other significant path, which brings to the employee performance through work engagement and the final outcome of psychological well-being is also important (β = 0.222, p < 0.001). These results show that psychological well-being is connected with the frontline performance directly, as well as indirectly by the active motivation involvement of employees in service work. The study provides contextual information to the barista workforce and focuses on work engagement as the means through which psychological resources may be turned into more reliable front stage performance. This can be facilitated by the managers of coffee-shops who can be involved in practices that ensure protection of well-being and keep the employees engaged.

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