PENGARUH LEADER MEMBER EXCHANGE, PSYCHOLOGICAL CAPITAL, DAN HUMAN RESOURCE PRACTICES TERHADAP EMPLOYEE RESILIENCE MELALUI EMPLOYEE ENGAGEMENT

Salya Widya Sabrina; Ahmad Hidayat  Sutawidjaya; Abdul Haeba Ramli; Siti  Mariam

doi:10.34127/jrlab.v15i2.2204

Authors

Salya Widya Sabrina Universitas Esa Unggul
Ahmad Hidayat Sutawidjaya Universitas Esa Unggul
Abdul Haeba Ramli Universitas Esa Unggul
Siti Mariam Universitas Esa Unggul

DOI:

https://doi.org/10.34127/jrlab.v15i2.2204

Keywords:

Leader Member Exchange, Psychological Capital, Human Resource Practices, Employee Resilience

Abstract

This study examines the influence of Leader–Member Exchange, Psychological Capital, and Human Resource Practices on employee resilience, with employee engagement positioned as a mediating variable. The research was conducted at Universitas Terbuka Tangerang using a quantitative approach, involving a sample of 130 respondents. Data analysis was carried out using the Structural Equation Modeling (SEM) method through SmartPLS 4 software. The findings indicate that all three main variables significantly contribute to employee resilience. Furthermore, employee engagement is proven to act as a mediator that strengthens the relationships among these variables, confirming that optimizing workplace relationships and implementing effective HR policies are key to building resilience in the work environment. Theoretically, this research contributes to the development of organizational behavior studies, particularly regarding the role of Leader–Member Exchange, Psychological Capital, and Human Resource Practices in increasing employee resilience in the context of distance learning-based higher education organizations. Practically, the results of this study can serve as a basis for organizations in designing adaptive human resource management strategies by improving the quality of working relationships between leaders and employees, strengthening psychological capital, and optimizing human resource management practices to increase employee resilience in facing changes and work pressures.

References

Al-haziazi, M. (2024). Critical analysis of drivers of employee engagement and their impact on job performance. International Journal of Management Studies, 11(2), 45–58.

Albrecht, S. L., Green, C. R., & Marty, A. (2021). Meaningful work, job resources, and employee engagement. Journal of Organizational Effectiveness: People and Performance, 8(2), 1–17. https://doi.org/10.1108/JOEPP-01-2020-0005

Anser, M. K., Yousaf, Z., Sharif, M., Yijun, W., Majid, A., & Yasir, M. (2022). Investigating employee creativity through employee polychronicity and employee resilience: A glimpse of nurses working in the health-care sector. European Journal of Innovation Management, 25(1), 39–54. https://doi.org/10.1108/EJIM-05-2020-0176

Avey, J. B., Reichard, R. J., Luthans, F., & Mhatre, K. H. (2011). Meta-analysis of the impact of positive psychological capital on employee attitudes, behaviors, and performance. Human Resource Development Quarterly, 22(2), 127–152. https://doi.org/10.1002/hrdq.20070

Boselie, P., Van Harten, J., & Veld, M. (2021). A human resource management review on public management and public administration research: Stop right there…before we go any further. Public Management Review, 23(4), 483–500. https://doi.org/10.1080/14719037.2019.1695880

Buranapin, S., Limphaibool, W., Jariangprasert, N., & Chaiprasit, K. (2024). Enhancing employee resilience through Eastern spirituality and Western scientific mindfulness. Cogent Business & Management, 11(1). https://doi.org/10.1080/23311975.2024.2377766

Çevik, M. S. (2025). Are the notions of leader–member exchange and organisational citizenship effective in enhancing teachers’ job performance in Türkiye? A moderated mediation model. Behavioral Sciences, 15(1). https://doi.org/10.3390/bs15010038

Chen, G., Wang, J., Huang, Q., Sang, L., Yan, J., Chen, R., Cheng, J., Wang, L., Zhang, D., & Ding, H. (2024). Social support, psychological capital, multidimensional job burnout, and turnover intention of primary medical staff: A path analysis drawing on conservation of resources theory. Human Resources for Health, 22(1), 1–14. https://doi.org/10.1186/s12960-024-00915-y

Chen, Y., & Liu, B. (2024). The influence of leader-member exchange social comparison on employee innovative behavior. SHS Web of Conferences, 196, 03003. https://doi.org/10.1051/shsconf/202419603003

Delaney, J. T., & Huselid, M. A. (1996). The impact of human resource management practices on perceptions of organizational performance. Academy of Management Journal, 39(4), 949–969. https://doi.org/10.2307/256718

Dulebohn, J. H., Bommer, W. H., Liden, R. C., Brouer, R. L., & Ferris, G. R. (2012). A meta-analysis of antecedents and consequences of leader-member exchange: Integrating the past with an eye toward the future. Journal of Management, 38(6), 1715–1759. https://doi.org/10.1177/0149206311415280

Erdogan, B., & Bauer, T. (2014). Leader-member exchange (LMX) theory: The relational approach to leadership. In D. V. Day (Ed.), The Oxford handbook of leadership and organizations (pp. 407–433). Oxford University Press.

Franken, E., Plimmer, G., & Malinen, S. (2020). Paradoxical leadership in public sector organisations: Its role in fostering employee resilience. Australian Journal of Public Administration, 79(1), 93–110. https://doi.org/10.1111/1467-8500.12396

Harland, L. K., Harrison, W., & Jones, J. R. (2005). Leadership behaviors and subordinate resilience. Journal of Leadership & Organizational Studies, 11(2), 2–14.

Jani, A., Muduli, A., & Kishore, K. (2023). Human resource transformation in India: Examining the role digital human resource technology and human resource role. International Journal of Organizational Analysis, 31(4), 959–972. https://doi.org/10.1108/IJOA-08-2021-2886

Kapur, R. (2024). Human resources procedures: Essential in promoting enrichment of human resources. International Journal of Management and Social Sciences, 16(3), 58–68.

Kaur, S. (2024). How does age and gender of the employees influence human resource practices–employee competencies relationship? Evidence-Based HRM, 12(3), 683–703. https://doi.org/10.1108/EBHRM-05-2023-0119

Kuntz, J. R. C., Näswall, K., & Malinen, S. (2016). Resilient employees in resilient organizations: Flourishing beyond adversity. Industrial and Organizational Psychology, 9(2), 456–462.

Liden, R. C., & Maslyn, J. M. (1998). Multidimensionality of leader–member exchange: An empirical assessment through scale development. Journal of Management, 24(1), 43–72. https://doi.org/10.1177/014920639802400105

Lin, Y., He, M., Zhou, W., Zhang, M., Wang, Q., Chen, Y., & Wang, L. (2025). The relationship between physical exercise and psychological capital in college students: The mediating role of perceived social support and self-control. BMC Public Health. https://doi.org/10.1186/s12889-025-21856-8

Liu, Z., & Liu, Q. (2024). Does leader–member exchange (LMX) ambivalence influence employees’ constructive deviance? Behavioral Sciences, 14(1). https://doi.org/10.3390/bs14010070

Luthans, F., & Youssef-Morgan, C. M. (2017). Psychological capital: An evidence-based positive approach. Annual Review of Organizational Psychology and Organizational Behavior, 4, 339–366. https://doi.org/10.1146/annurev-orgpsych-032516-113324

Luthans, F., Youssef, C. M., & Avolio, B. J. (2007). Psychological capital: Developing the human competitive edge. Oxford University Press.

Malik, P., & Garg, P. (2020). Learning organization and work engagement: The mediating role of employee resilience. International Journal of Human Resource Management, 31(8), 1071–1094. https://doi.org/10.1080/09585192.2017.1396549

Markos, S. (2010). Employee engagement: The key to improving performance. International Journal of Business and Management, 5(12), 89–96.

Minh, H. T. P., & Long, N. N. (2023). Adaptive resilience in a post-pandemic era: A case of Vietnamese organizations. Problems and Perspectives in Management, 21(3), 219–229. https://doi.org/10.21511/ppm.21(3).2023.17

Näswall, K., Kuntz, J., Hodliffe, M., & Malinen, S. (2013). Employee resilience scale (EmpRes): Technical report. University of Canterbury.

Nawangsari, L. C., & Sutawidjaya, A. H. (2019). Talent management in mediating competencies and motivation to improve employee’s engagement. International Journal of Economics and Business Administration, 7(1), 140–152. https://doi.org/10.35808/ijeba/201

Rezapour, F., & Sattari Ardabili, F. (2017). Leader-member exchange and its relationship with career adaptability and job satisfaction among employees in public sector. International Journal of Organizational Leadership, 6(3), 425–433. https://doi.org/10.33844/ijol.2017.60405

Rurkkhum, S. (2024). A bundle of human resource practices and employee resilience: The role of employee well-being. Asia-Pacific Journal of Business Administration, 16(3), 716–731. https://doi.org/10.1108/APJBA-01-2022-0050

Schaufeli, W. B., & Bakker, A. B. (2004). Job demands, job resources, and their relationship with burnout and engagement: A multi-sample study. Journal of Organizational Behavior, 25(3), 293–315. https://doi.org/10.1002/job.248

Schaufeli, W. B., Salanova, M., Bakker, A. B., & González-Romá, V. (2002). The measurement of engagement and burnout: A two sample confirmatory factor analytic approach. Journal of Happiness Studies, 3(1), 71–92. https://doi.org/10.1023/A:1015630930326

Shuck, B., & Wollard, K. (2010). Employee engagement and HRD: A seminal review of the foundations. Human Resource Development Review, 9(1), 89–110. https://doi.org/10.1177/1534484309353560

Sparrowe, R. T., & Liden, R. C. (2005). Two routes to influence: Integrating leader-member exchange and social network perspectives. Administrative Science Quarterly, 50(4), 505–535. https://doi.org/10.2189/asqu.50.4.505

Uppathampracha, R. (2022). How ethical leadership sparks employee innovative work behavior: Examining the mediating role of employee resilience and work engagement. ABAC Journal, 42(3), 199–213.

Wagner, B., & Koob, C. (2022). The relationship between leader-member exchange and work engagement in social work: A mediation analysis of job resources. Heliyon, 8(1), e08793. https://doi.org/10.1016/j.heliyon.2022.e08793

Wang, D., & Wang, P. (2024). Effect of employee resilience on organizational resilience in construction projects: Considering the role of project tasks. Engineering, Construction and Architectural Management, 31(11), 4236–4254. https://doi.org/10.1108/ECAM-08-2022-0797

Wang, Y., Hu, C., Hurst, C. S., & Yang, C. (2014). Antecedents and outcomes of career plateaus: The roles of mentoring others and proactive personality. Journal of Vocational Behavior, 85(3), 319–331. https://doi.org/10.1016/j.jvb.2014.08.004

PENGARUH LEADER MEMBER EXCHANGE, PSYCHOLOGICAL CAPITAL, DAN HUMAN RESOURCE PRACTICES TERHADAP EMPLOYEE RESILIENCE MELALUI EMPLOYEE ENGAGEMENT

Authors

DOI:

Keywords:

Abstract

References

Downloads

Published

Issue

Section

License