The The Effect Perceived Supervisor Support, Trust, and Intrinsic Motivation in Employee Engagement
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https://doi.org/10.58526/jsret.v5i3.1229Keywords:
Perceived Supervisor Support, Trust, Intrinsic Motivation, Employee engagementAbstract
This study examines the relationships among perceived supervisor support, trust, intrinsic motivation, and employee engagement among employees of PT PLN (Persero) Unit Induk Distribusi Sumatera Barat. A quantitative causal-associative design was applied to 264 employees selected from a population of 779 employees. Data were collected using a five-point Likert questionnaire and analyzed using Structural Equation Modeling with Partial Least Squares through SmartPLS. The measurement model was evaluated using convergent validity, discriminant validity, Cronbach’s alpha, and composite reliability, while the structural model was evaluated using R-square and bootstrapping. The findings show that perceived supervisor support does not have a significant direct effect on employee engagement (β = 0.055; t = 0.702; p = 0.483). However, perceived supervisor support has positive and significant effects on trust (β = 0.694; t = 14.992; p < 0.001) and intrinsic motivation (β = 0.470; t = 5.125; p < 0.001). Trust (β = 0.234; t = 3.644; p < 0.001) and intrinsic motivation (β = 0.492; t = 7.087; p < 0.001) significantly increase employee engagement. Both intrinsic motivation (indirect β = 0.231; p = 0.001) and trust (indirect β = 0.162; p < 0.001) significantly mediate the relationship between perceived supervisor support and employee engagement. The results indicate that supervisor support becomes more effective when it strengthens employees’ internal motivation and trust.
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