p–ISSN: 2723 - 6609 e-ISSN: 2745-5254

Vol. 5, No. 4 April 2024 http://jist.publikasiindonesia.id/

Indonesian Journal of Social Technology, Vol. 5, No. 4 April 2024 1645

The Influence Of Supervisor Support And Work

Environment On Job Performance Through Employee

Engagement In The Wood Production Industry In East

Kalimantan

Saragih

, Andre Michael

, Tuty Lindawati

Universitas Katolik Widya Mandala Surabaya, Indonesia

Email: [email protected]

, [email protected]

*Correspondence

ABSTRACT

Keywords:

Supervisor Support; Work

Environment; Job

Performance; Employee

Engagement.

Employees or human resources have an essential and

significant share in the company. The company also realizes

that job satisfaction and employee welfare are vital to the

company's business activities. With job satisfaction and

welfare owned by employees, the company gets feedback

such as maximum performance and profits. This study aims

to determine whether supervisor support and work

environment significantly influence job performance

through employee engagement in the wood production

industry in East Kalimantan. The data type used is

quantitative, with primary data as the data source in this

study. The primary data used was a questionnaire distributed

on Google Forms. The data obtained amounted to 200

respondents. The data analysis technique used in this study

is SEM (Structural Equation Modelling), and SEM-PLS

(Partial et al.) is used as a data processing tool. The results

of research that have been conducted show that supervisor

support has a significant effect on employee engagement,

the work environment has a significant effect on employee

engagement, employee engagement has a significant effect

on job performance, supervisor support has a significant

effect on job performance, and work environment has a

significant effect on job performance, supervisor support,

and work environment have a significant effect on job

performance through employee engagement.

Introduction

Economic activity is central to all countries in the world. Many business sectors

support human life, such as F&B (food and beverage), trade and retail, online sales,

infrastructure and construction, factory and agriculture, etc (Rahmanita & Anwar, 2021).

As part of the infrastructure and construction sector, the wood production industry also

has a vital role in both economic activities and daily needs and activities. A company or

industrial business is a business unit/unit that carries out economic activities to produce

Saragih, Andre Michael, Tuty Lindawati

Indonesian Journal of Social Technology, Vol. 5, No. 4 April 2024 1646

products or services, has a physical building in a specific location, has a legal

administrative record of its business entity, and there are one or more individuals

responsible for the company (Central Statistics Agency, 2022). Although many sectors

have experienced significant impacts from the COVID-19 pandemic, this is not true for

the timber industry. According to (the Ministry of Industry of the Republic of Indonesia,

2021), the wood processing industry in Indonesia rose and grew positively by 8.04% and

continued to experience an increase in productivity due to increasing market demand.

This can happen because of the COVID-19 pandemic, where household spending is

significantly reorganized, namely the shift from entertainment, tourism, and

transportation to other sectors, such as products from the technology sector and the need

to organize and renovate homes (Novrandy & Tanuwijaya, 2022).

From the explanation above, this is an opportunity and advantage for each company

engaged in the wood industry. Of course, companies that want to take advantage of this

opportunity need qualified human resources, namely employees, small or large

companies. Without employees, the company cannot carry out production and business

activities. In his book "People Management: Theory and Strategy" (Rees & McBain,

2014, p. 100), he said human resources are valuable company assets. Therefore,

companies need to increase their attractiveness to obtain and increase the human

resources needed for their companies (Rahmayani & Wikaningrum, 2022).

Employees work with the abilities/skills of a particular

company/institution/institution to get rewards in the form of salary or money (Binus et al.

School, 2020). In addition to natural resources needed for companies or industries that

are engaged in producing products, human resources are also needed for companies

because, without employees, business activities cannot run properly even though they

already have natural resources. With the times and technology to accelerate production

activities, companies still need employees to maintain production equipment, plan and

manage production activities, organize and review employee activities performance, and

others (Firnanda & Wijayati, 2021). Seeing how vital human resources are for the smooth

running of business activities, companies must consider their employees as costs and

investments where companies get valuable returns.

The Influence Of Supervisor Support And Work Environment On Job Performance Through

Employee Engagement In The Wood Production Industry In East Kalimantan

Indonesian Journal of Social Technology, Vol. 5, No. 4 April 2024 1647

Figure 1

Number of Large & Medium Industrial Workforce by Sub-Sector in 2017-2019

Source: Central Bureau of Statistics (Annual Survey of Manufacturing Industry

Companies/STPIM), (2022)

Based on Figure 1, the number of employees in the timber sector in 2017 was

286,442; in 2018, it fell to 257,783 employees; and in 2019, it rose to 258,103.

Figure 2

The Number of Companies, Labor, & Expenditure for the Labor of Large and Medium

Industrial Companies

Saragih, Andre Michael, Tuty Lindawati

Indonesian Journal of Social Technology, Vol. 5, No. 4 April 2024 1648

Then, based on data in Figure 2 from various industrial sectors in East Kalimantan,

especially from the timber sector in 2014, the number of companies or wood industries

was 25, and the total number of workers was 15,836. The large number of workers

indicates that human resources in the industry are needed, considering the enormous

demand or demand for wood from this industrial sector. In addition to the number of

employees, the quality of labor is also an essential factor in the industry. The quality of

human resources, which are qualified and competent in the field of work, can spur related

industries to be more competitive in conducting business activities, especially amid the

development of the Industrial Revolution 4.0.

The presentation of the two pictures above proves that the number of workers from

the wood industry sector is enormous. This is undoubtedly a challenge for companies to

organize and manage their employees. In addition, with the progress of globalization and

the Industrial Revolution 4.0, each company from various business sectors must have

optimal and qualified performance amid today's tight competition, including in the wood

industry. Many efforts are made by each company in order to survive and compete with

its competitors, such as making internal changes in the company, increasing the storage

capacity of raw materials / natural resources for production, developing human resources

owned by the company, and others. Employees or human resources have an essential and

significant share in the company, so it becomes fundamental to maintain and develop the

quality of employees, ensuring that the company has maximum performance and

produces products and profits. Apart from the company's primary purpose of business

activities, namely to get profit or profit, the company is also very aware that job

satisfaction and employee welfare are vital in the company's business activities. With job

satisfaction and welfare that employees have from the company they work for, the

company gets reciprocity, such as maximum performance and profits, because employees

are essential and valuable assets. Some of the resources and efforts made by the company

to prosper its employees include providing a conducive work environment, supervisors

who can work well with their subordinates, creating employee engagement in the

company environment, giving praise/bonuses / and the like if employees have the best

job performance in their work, and so on.

In this study, several companies are engaged in the East Kalimantan wood

production industry. As an illustration, one company has an average land area of 17,850

hectares and has a valid Concession Decree (APP Sinarmas, 2022). With a company

environment far from urban areas and families, companies certainly know that it is

essential to pay attention to the condition and quality of their human resources. The

success or failure of the company to maintain and even improve the job performance of

its human resources is determined by the supervisor and work environment owned by the

company. If these employees get support or support from supervisors and employees are

comfortable and can adjust their work environment, it will create employee engagement

with the company where they work. Based on the background described above, the title

of this study is "The Influence of Supervisor Support and Work Environment on Job

The Influence Of Supervisor Support And Work Environment On Job Performance Through

Employee Engagement In The Wood Production Industry In East Kalimantan

Indonesian Journal of Social Technology, Vol. 5, No. 4 April 2024 1649

Performance through Employee Engagement in the Wood Production Industry in East

Kalimantan."

Several previous studies have discussed variables that influence performance and

employee engagement. However, after reviewing some previous research, I see that

previous research has a different type of industry from the research that will be carried

out today. Therefore, this research has its characteristics because the object of this

research is a manufacturing company, so its originality is guaranteed.

Rubel and Kee (2013), in a study entitled "Perceived Support and Employee

Performance: The Mediating Role of Employee Engagement," aims to investigate how

perceived organizational and supervisory support affects employees in performance roles

by examining the mediating effects of employee engagement. In addition, employee

engagement is a mediator between perceived support and employee in-role performance

because the employees feel proud to continue the relationship with the organization for a

longer time. This study's results show a positive relationship between organizational

support (organizational and supervisors) and employee in-role performance. In addition,

the results of this study show that organizational and supervisory support has a significant

positive relationship with employee in-role performance. Furthermore, employee

engagement mediates the relationship between perceived support and in-role

performance.

(Chaudhry, Jariko, Mushtaque, Mahesar, & Ghani, 2017), in a study entitled

"Impact of Working Environment and Training & Development on Organization

Performance Through Mediating Role of Employee Engagement and Job Satisfaction,"

the aim of examining employee engagement that is hampered due to the poor work

environment and training programs. Job satisfaction is needed for organizational growth

and to ensure the organization's existence in the marketplace or marketplace. This

research focuses on the importance of organizational performance. The results and

conclusions of this study show that work environment, training and development,

employee engagement, and job satisfaction have a strong relationship with organizational

performance. Employee engagement and satisfaction are also significantly related to the

work environment, training and development, and organization performance. Without

employee engagement and satisfaction, performance levels in the organization are

negatively affected. Employee engagement and satisfaction mediate between work

environment, training and development, and organizational performance.

Research Objectives

Based on the formulation of the problem above, the purpose of this study is to

analyze:

1. The influence of supervisor support on employee engagement in the wood production

industry in East Kalimantan

2. The effect of work environment on employee engagement in the wood production

industry in East Kalimantan

3. The effect of employee engagement on employee job performance in the wood

production industry in East Kalimantan.

Saragih, Andre Michael, Tuty Lindawati

Indonesian Journal of Social Technology, Vol. 5, No. 4 April 2024 1650

4. The influence of supervisor support on employee job performance in the wood

production industry in East Kalimantan.

5. The effect of work environment on employee job performance in the wood production

industry in East Kalimantan.

6. The influence of supervisor support on employee job performance through employee

engagement in the wood production industry in East Kalimantan.

7. The influence of work environment on employee job performance through employee

engagement in the wood production industry in East Kalimantan.

Research Methods

Types of Research

The type of research used in this study is causal research, which investigates cause-

and-effect relationships between two or more variables. According to Silalahi (2015:

124), causal research explains the effect of changes in value variations in one or more

variables on changes in value variations in one or more other variables. Therefore, this

study aims to determine the influence of supervisor support and work environment on job

performance through employee engagement in the wood production industry in East

Kalimantan.

Variable Identification

Purwanto and Sulistyastuti (2017: 17) suggest that variables are explained as concepts

that experience value variations. This study used three variables studied: the independent

variable, the dependent variable, and the intervening variable.

Independent variable:

X1: Supervisor Support

X2: Work Environment

Variable intervention:

Y1: Employee Engagement

Variable dependencies:

Y2: Job Performance

Variable Measurement

The measurement of variables in this study used a five-point Likert scale.

According to Purwanto & Sulistyastuti (2017: 63), the Likert scale measures opinions or

respondents based on ranking categories from strongly disagree to agree strongly. The

measurement of respondents' answers uses weighting criteria with the following levels:

1. = Strongly Disagree

2. = Disagree

3. = Neutral

4. = Agree

5. = Totally Agree

Answers with more significant scores show an increasingly positive assessment

response to the questions given. Answers with more miniature scores show increasingly

negative assessment responses to the questions.

The Influence Of Supervisor Support And Work Environment On Job Performance Through

Employee Engagement In The Wood Production Industry In East Kalimantan

Indonesian Journal of Social Technology, Vol. 5, No. 4 April 2024 1651

Data Types and Sources

1. Data Type

The type of data used in this study is quantitative data. Quantitative data are the

result of numerical observations. Quantitative data is a numerical record that results from

a measurement process where a mathematical basis of operations can be carried out

(Silalahi, 2018, p. 90).

2. Data Sources

The primary data source used in this study is primary data. Primary data is collected

directly from the research field, for example, through interviews, focus group discussions,

questionnaires, and observations (Purwanto & Sulistyastuti, 2017, p. 17).

Primary data in this study were obtained directly from research respondents by

distributing questionnaires or lists of questions to employees or staff of the wood

production industry in East Kalimantan.

Population, Sample, and Sampling Techniques

Population can be interpreted as the total number of all units or elements the

investigator is interested in researching. At the same time, a sample is a subset or part of

an element selected in a certain way from the population. Samples are measured to

generalize the population (Silalahi, 2015, pp. 374-375).

The sampling technique in this study is convenience sampling. According to Asari

et al. (2023: 106), convenience sampling is a sampling technique based on chance, namely

anyone who happens to meet the researcher and is considered suitable as a data source;

then, the subject is sampled.

To determine the number of samples that must be taken, the researcher uses the

formula to determine the number of samples from (Hair, 2009). According to (Hair,

2009), studies using latent variables that cannot be measured directly are measured using

indicators from these research variables. The formula is as follows:

5 x Indicator = Minimum sample count

10 x Indicator = Maximum sample count

The number of indicators in this study is 21 indicators. So, if you use the formula

for determining the number of samples from Hair et al.:

5 x 21 indicator = 105 (Minimum sample count)

10 x 21 indicator = 210 (Maximum sample number)

From the calculation results above, the limit of the number that must be achieved

in this study is 105 to 210 samples.

Data Analysis Techniques

The data analysis technique used to process data in this study is SEM (Structural

Equation Modelling). SEM is one of the analytical techniques used to test and estimate

causal relationships by integrating path analysis and factor analysis (Solling Hamid & M

Anwar, 2019). The Structural Equation Modelling used in this study is SEM-PLS. Partial

Least Square uses an algorithm iteration consisting of the OLS (Ordinary et al.) series so

that the problem of model identification is not a problem for recursive models (models

Saragih, Andre Michael, Tuty Lindawati

Indonesian Journal of Social Technology, Vol. 5, No. 4 April 2024 1652

that have one-way causality) and avoids problems for non-recursive models (reciprocal

or reciprocal models between variables) that covariance-based SEM can solve. So, Partial

Least Square is a powerful analysis method often called soft modeling (Prahasti, Lewi, &

Bharwani, 2023).

Validity Test

The first stage in model evaluation is evaluating the measurement model (outer

model), or in SEM-PLS, better known as the construct validity test. According to

Jogiyanto in (Solling Hamid & M Anwar, 2019), a strong correlation between the

construct and the question items and a weak relationship with other variables is one way

to test construct validity. The construct validity test in SEM-PLS consists of convergent

validity and discriminant validity. Convergent validity relates to the principle that the

gauges of a construct should be highly correlated. In contrast, discriminant validity relates

to the principle that different construct gauges should not be highly correlated.

After conducting a validity test in the outer model, the next step is evaluating

convergent and discriminant validity.

1. Convergent Validity

This validity has two criteria to be evaluated: the loading factor value and the

Average Variance Extracted (AVE) value. The rule of thumb to evaluate convergent

validity is that the loading factor value must be≥ 0.7, and the Average Variance Extracted

(AVE) value must be ≥ 0.5.

2. Discriminant Validity

Discriminant validity is a generally accepted prerequisite for analyzing

relationships between latent variables. At this stage, the criteria for the value evaluated

are cross-loading. The Rule of Thumb for each variable must be ≥ 0.70 each (Muhson,

2022).

Reliability Test

In addition to validity tests, SEM-PLS reliability tests are also carried out.

Reliability tests prove instruments' accuracy, consistency, and permanence in measuring

constructs or variables. Reliability testing of a construct or variable can be done in two

ways: with Cronbach's Alpha and Composite Reliability. However, according to (Prahasti

et al., 2023), the use of Cronbach's alpha to test construct reliability can provide under-

estimate values (lower), so it is more advisable to use composite reliability.

To test and estimate the reliability of indicators in a study, you can see the value of

composite reliability. The Rule of Thumb for composite reliability value must be≥ 0.70.

Results and Discussion

Descriptive Statistics of Support Supervisor Variables

Here is a description of respondents' answers to each indicator on the support

supervisor variable.

Table 1

Distribution of Respondent Answers Variable Supervisor Support

The Influence Of Supervisor Support And Work Environment On Job Performance Through

Employee Engagement In The Wood Production Industry In East Kalimantan

Indonesian Journal of Social Technology, Vol. 5, No. 4 April 2024 1653

No.

Statement

Mean

Standard

Deviation

(STDEV)

Information

The supervisor helped

me solve work-related

problems.

4.00

0.828

Agree

My supervisors are

constantly informed about

how employees think and

feel about things.

3.91

0.820

Agree

My supervisor

encourages employees to

participate in important

decisions.

3.96

0.848

Agree

Employees are treated

fairly by my supervisors.

3.88

1.013

Agree

I trust my supervisor.

3.86

0.961

Agree

Total

3.92

0.894

Agree

Based on Table 2 of the distribution of respondents' answers above, it is known that

the supervisor support variable is measured using five indicators. The average value of

the support supervisor variable was 3.92.

Descriptive Statistics of Work Environment Variables

Here is a description of respondents' answers to each indicator on the work

environment variable.

Table 2

Distribution of Respondents' Answers Work Environment Variables

No.

Statement

Mean

Standard

Deviation

(STDEV)

Information

I am satisfied with the

working environment

conditions in this

company.

3.94

0.889

Agree

I am satisfied with the

maintenance of the

cleanliness of the

3.91

0.915

Agree

Saragih, Andre Michael, Tuty Lindawati

Indonesian Journal of Social Technology, Vol. 5, No. 4 April 2024 1654

working environment

in this company.

I can do my job duties

because the company

provides access to the

necessary equipment.

4.05

0.760

Agree

There are standard

procedures for

handling problems if

there is a work

accident.

4.08

0.786

Agree

The company

organizes courses,

projects, seminars, or

similar events related

to the work

environment for

employees.

4.03

0.842

Agree

Overall, the

company's work

environment and

facilities are by

applicable regulatory

standards.

3.99

0.851

Agree

Total

4.00

0.841

Agree

Based on Table 2 of the distribution of respondents' answers above, it is known that

work environment variables are measured using six indicators. The average value of the

work environment variable is 4.00.

Descriptive Statistics of Employee Engagement Variables

Here is a description of respondents' answers to each indicator in the employee

engagement variable.

Table 3

Distribution of Respondent Answers Employee Engagement Variables

No.

Statement

Mean

Standard

Deviation

(STDEV)

Information

The Influence Of Supervisor Support And Work Environment On Job Performance Through

Employee Engagement In The Wood Production Industry In East Kalimantan

Indonesian Journal of Social Technology, Vol. 5, No. 4 April 2024 1655

I am focused and

enjoying my work.

4.06

0.772

Agree

The work I do is

important and

meaningful work for me.

4.16

0.710

Agree

I am proud to tell others

that I work for this

company.

4.10

0.810

Agree

I have strong feelings for

this company.

4.02

0.815

Agree

I am happy and willing to

work in this company

until I retire.

3.89

0.948

Agree

Total

4.04

0.811

Agree

Based on Table 3 of the distribution of respondents' answers above, it is known that

employee engagement variables are measured using five indicators. The average value of

the employee engagement variable was 4.04.

Convergent Validity

The first evaluation performed on the outer model is convergent validity. To

measure convergent validity, use the value of outer loading and AVE (Average Variance

Extracted). The rule of thumb to evaluate convergent validity is that the loading factor

value must be≥ 0.7, and the Average Variance Extracted (AVE) value must be≥ 0.5. Here

are the outer loading values of each indicator on the research variables:

Figure 3

Saragih, Andre Michael, Tuty Lindawati

Indonesian Journal of Social Technology, Vol. 5, No. 4 April 2024 1656

Outer Loading Test Results Model Framework

Discriminant Validity

The second evaluation carried out is discriminant validity. Cross-loading values can

be used to measure discriminant validity on each variable indicator. An indicator is

declared discriminant validity if the cross-loading value of the indicator on its variable or

dimension is the largest compared to other variables or dimensions. The Rule of Thumb

for each variable must be ≥ 0.70 each.

Table 4

Hasil Uji Cross Loading

Employee

Engagement

Job

Performance

Supervisor

Support

Work

Environment

EE1

0,886

0,727

0,622

0,722

EE2

0,858

0,733

0,596

0,658

EE3

0,816

0,626

0,552

0,625

EE4

0,906

0,699

0,600

0,732

EE5

0,705

0,510

0,416

0,561

JP1

0,747

0,883

0,618

0,631

JP2

0,745

0,901

0,580

0,637

JP3

0,648

0,852

0,609

0,643

JP4

0,585

0,852

0,498

0,592

JP5

0,660

0,799

0,636

0,712

SS1

0,602

0,614

0,887

0,644

SS2

0,571

0,581

0,860

0,630

SS3

0,581

0,580

0,880

0,657

SS4

0,540

0,576

0,879

0,657

SS5

0,621

0,640

0,846

0,693

WE1

0,635

0,620

0,680

0,843

WE2

0,550

0,530

0,651

0,796

WE3

0,737

0,738

0,684

0,878

WE4

0,609

0,614

0,607

0,844

WE5

0,682

0,613

0,565

0,837

WE6

0,777

0,678

0,658

0,885

Table 4 of the cross-loading test results above shows that all indicators have an

immense cross-loading value in their variables or dimensions compared to other variables

or dimensions. It can be concluded that all indicators used in this study have met the

discriminant validity requirements on their respective variables or dimensions.

Reliability Test

The subsequent examination of the outer model after evaluating the validity test

results is to conduct a reliability test. The reliability test used in this study looks at the

output of composite reliability and Cronbach alpha. The criteria are reliable if the

composite reliability value and Cronbach alpha ≥ 0.70 (Muhson, 2022, p. 3). Here is the

output of composite reliability.

Table 5

Hasil Uji Composite Reliability & Cronbach Alpha

The Influence Of Supervisor Support And Work Environment On Job Performance Through

Employee Engagement In The Wood Production Industry In East Kalimantan

Indonesian Journal of Social Technology, Vol. 5, No. 4 April 2024 1657

Cronbach

's alpha

Composite

reliability (rho_a)

Composite reliability

(rho_c)

Employee

Engagement

0,891

0,903

0,921

Job Performance

0,910

0,913

0,933

Supervisor

Support

0,920

0,921

0,940

Work

Environment

0,922

0,928

0,939

Based on Table 5 above, it can be seen that the composite reliability and Cronbach

alpha values produced by all reflective constructs are excellent, namely, all values ≥ 0.7,

exceeding the rule of thumb set. So, it can be concluded that all reflective construct

indicators are reliable or meet reliability tests.

Based on Table 4.15 above, the results of hypothesis testing by comparing T-value

and P-value can be explained as follows:

Hipotesis 1

The coefficient of influence of supervisor support on employee engagement has a

T-statistic value of 2.572 (≥ 1.96) and a P-value of 0.010 (≤ 0.05). These results show a

significant influence between supervisor support and employee engagement. This

indicates that the higher the supervisor support, the more employee engagement in the

East Kalimantan wood production industry will increase significantly. Based on these

results, the first hypothesis is accepted.

Hipotesis 2

The coefficient of influence of work environment on employee engagement has a

T-statistic value of 9.980 (≥ 1.96) and a P-value of 0.000 (≤ 0.05). These results show a

significant influence between the work environment and employee engagement. This

indicates that the higher the work environment, the more employee engagement in the

East Kalimantan wood production industry will increase significantly. Based on these

results, the second hypothesis is accepted.

Hipotesis 3

The coefficient of influence of employee engagement on job performance has a T-

statistic value of 6.137 (≥ 1.96) and a P-value of 0.000 (≤ 0.05). These results show a

significant influence on employee engagement and job performance. This indicates that

higher employee engagement will increase job performance in the East Kalimantan wood

production industry. Based on these results, the third hypothesis is accepted.

Hipotesis 4

The coefficient of influence of supervisor support on job performance with a T-

statistic value of 3.352 (≥ 1.96) and a P-value of 0.010 (≤ 0.05). These results show a

significant influence between support supervisors and job performance. This indicates

that the higher the supervisor support, the more job performance in the East Kalimantan

wood production industry will increase significantly. Based on these results, the fourth

hypothesis is accepted.

Hipotesis 5

The coefficient of influence of work environment on job performance has a T-

statistic value of 2.092 (≥ 1.96) and a P-value of 0.036 (≤ 0.05). These results show a

significant influence between the work environment and job performance. This indicates

that the higher the work environment, the job performance in the East Kalimantan wood

Saragih, Andre Michael, Tuty Lindawati

Indonesian Journal of Social Technology, Vol. 5, No. 4 April 2024 1658

production industry will also increase significantly. Based on these results, the fifth

hypothesis is accepted.

Hipotesis 6

The coefficient of influence of supervisor support on job performance through

employee engagement has a T-statistic value of 2.364 (≥ 1.96) and a P-value of 0.018 (≤

0.05). These results significantly influence supervisor support and job performance

through employee engagement in the East Kalimantan wood production industry. Based

on these results, the sixth hypothesis is accepted.

Hipotesis 7

The coefficient of influence of the work environment on job performance through

employee engagement has a T-statistic value of 5.263 (≥ 1.96) and a P-value of 0.000 (≤

0.05). These results show a significant influence between the work environment and job

performance through employee engagement in the East Kalimantan wood production

industry. Based on these results, the seventh hypothesis is accepted.

Supervisor Influence Support on Employee Engagement

The descriptive statistics of the supervisor support variable have an average value

of 3.92. This average value proves that most respondents agree with the measurement of

the support supervisor variable. The average value of the employee engagement variable

is 4.04. This average value proves that most respondents also agree with measuring

employee engagement variables.

Judging from the statistical results, hypothesis analysis proves the influence of

supervisor support on employee engagement with a T-statistic value of 2.572 (≥ 1.96) and

a P-value of 0.010 (≤ 0.05). This proves that the effect of supervisor support variables on

employee engagement is positive and significant, meaning that the results of empirical

data testing prove that the first hypothesis in this study, "supervisor support affects

employee engagement," is accepted. This study's results show that supervisor support

from superiors drives employee engagement in the company.

This study's results support the research conducted by (AMOO & ADAM, 2022),

which state that supervisor support is the primary driver of employee engagement. The

results indicate that the more support employees receive from their immediate

supervisors, the more engaged employees are at work.

The Effect of Employee Engagement Work Environment

Descriptive statistics of work environment variables have an average value of 4.00.

This average value proves that most respondents agree with measuring work environment

variables. The average value of the employee engagement variable is 4.04. This average

value proves that most respondents also agree with measuring employee engagement

variables.

The results of this study are also in line with the results of research conducted by

(Mohd, Shah, & Zailan, 2016), which also showed that the work environment has a

significant impact on employee engagement. In contrast, the results show that

respondents feel the environment is more important for employee engagement. The work

environment should be conducive and accessible for employees to contribute to the

organization. This makes employees feel committed and passionate about their work and

organization.

The Effect of Employee Engagement on Job Performance

The descriptive statistics of the employee engagement variable have an average

value of 4.04. This average value proves that most respondents agree with measuring

employee engagement variables. The average value of the job performance variable is

The Influence Of Supervisor Support And Work Environment On Job Performance Through

Employee Engagement In The Wood Production Industry In East Kalimantan

Indonesian Journal of Social Technology, Vol. 5, No. 4 April 2024 1659

4.13. This average value proves that most respondents also agree with the measurement

of job performance variables.

Judging from the statistical results, the hypothesis analysis proves the effect of

employee engagement on job performance with a T-statistic value of 6.137 (≥ 1.96) and

a P-value of 0.000 (≤ 0.05). This proves that the effect of employee engagement variables

on job performance is positive and significant, meaning that the results of empirical data

testing prove that the third hypothesis in this study, namely "employee engagement

affects job performance," is accepted. The results of this study show that creating strong

employee engagement in employees will increase employee job performance at work.

The Effect of Supervisor Support on Job Performance

The descriptive statistics of the supervisor support variable have an average value

of 3.92. This average value proves that most respondents agree with the measurement of

the support supervisor variable. The average value of the job performance variable is 4.13.

This average value proves that most respondents also agree with the measurement of job

performance variables.

Judging from the statistical results, hypothesis analysis proves the influence of

supervisor support with a T-statistic value of 3.352 (≥ 1.96) and a P-value of 0.010 (≤

0.05). This proves that the effect of supervisor support variables on job performance is

positive and significant, meaning that the results of empirical data testing prove that the

fourth hypothesis in this study, namely "supervisor support affects job performance," is

accepted. The results of this study show that the existence of supervisor support provided

by subordinates or employees will increase employee job performance at work.

On the other hand, the results of this study break the argument or contradict the

results of research from (Kurniawan & Anindita, 2021), which state that perceived

supervisor support does not affect the job performance of marketing employees in the

banking industry. The tendency of superiors to give more orders to achieve targets

without giving examples, frequent rotation mutation of superiors in the banking industry,

characteristics of superiors who are unable to provide solutions to every problem in the

field, lack of competence, not respect for their team, do not understand market conditions

and do not actively participate in achieving targets all of these things have a direct impact

on the job performance of marketing employees in the banking industry. The factor of the

object of research, which is a banking employee, is also a factor causing the difference in

the results of this study, which can be studied further for further research.

The Effect of Supervisor Support on Job Performance through Employee

Engagement

From the results of this study, supervisor support significantly influences job

performance through employee engagement. The results of the hypothetical statistical test

prove the influence of supervisor support on job performance through employee

engagement with a T-statistic value of 2.364 and a P-value of 0.018. This shows that the

employee engagement variable can be an intervening variable between support

supervisors and job performance.

The results of this study break the argument of the results of research conducted by

(Kurniawan & Anindita, 2021), which shows that supervisor support does not affect job

performance and employee engagement. This is because supervisors in the banking

industry tend to give more orders without giving tips, advice, or examples. In addition,

frequent rotations and mutations of supervisors in the banking industry affect employee

job performance.

Saragih, Andre Michael, Tuty Lindawati

Indonesian Journal of Social Technology, Vol. 5, No. 4 April 2024 1660

The Effect of Work Environment on Job Performance Through Employee

Engagement

From the results of this study, we can see that the work environment significantly

influences job performance through employee engagement. The results of the

hypothetical statistical test prove the effect of work environment on job performance

through employee engagement with a T-statistic value of 5.263 and a P-value of 0.000.

This shows that the employee engagement variable is an intervening variable between the

work environment and job performance.

This study's results support the research from Chaudry et al. (2017), which states

that employee engagement has a significant relationship with the work environment and

job performance. Without engagement, the organization's job performance level is

significantly affected. Employee engagement plays a mediating role between the work

environment and job performance.

Conclusion

Based on the results of hypothesis testing and discussion in this study, it was found

that supervisor support and work environment have a positive and significant effect on

employee engagement, which in turn affects employee job performance in the wood

production industry in East Kalimantan so that all hypotheses proposed in this study are

accepted.

The Influence Of Supervisor Support And Work Environment On Job Performance Through

Employee Engagement In The Wood Production Industry In East Kalimantan

Indonesian Journal of Social Technology, Vol. 5, No. 4 April 2024 1661

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