The Role of Mindfulness and Perceived Organizational Support on Work Engagement among Outsourcing Service Sector Workers

Pingkan Puspita Larasati; Yunita Amraeni; Promisetyaningrum Fitria Nurani

doi:10.14710/jekk.v11i2.31436

DOI: https://doi.org/10.14710/jekk.v11i2.31436

The Role of Mindfulness and Perceived Organizational Support on Work Engagement among Outsourcing Service Sector Workers

Pingkan Puspita Larasati - 1Universitas Pembangunan Nasional Veteran Jakarta 12450, Indonesia

*Yunita Amraeni - 1Universitas Pembangunan Nasional Veteran Jakarta 12450, Indonesia

Promisetyaningrum Fitria Nurani

- 1Universitas Pembangunan Nasional Veteran Jakarta 12450, Indonesia

Received: 25 Feb 2026; Revised: 16 May 2026; Accepted: 16 May 2026; Available online: 25 May 2026; Published: 25 May 2026.

under http://creativecommons.org/licenses/by-sa/4.0.

BibTex Citation Data :

@article{jekk31436,
    author = {Pingkan Puspita Larasati and Yunita Amraeni and Promisetyaningrum Nurani},
    title = {The Role of Mindfulness and Perceived Organizational Support on Work Engagement among Outsourcing Service Sector Workers},
    journal = {Jurnal Epidemiologi Kesehatan Komunitas},
  volume = {11},
    number = {2},
    year = {2026},
    keywords = {Work Engagement; Mindfulness; Perceived Organizational Support; Outsourced Workers},
    abstract = {  Background:  Low work engagement may lead to decreased performance, increased work-related stress, and higher turnover intention. In outsourcing companies, where job insecurity and limited organizational attachment are common, personal and organizational resources become critical factors. This study aimed to examine the relationship between mindfulness as a personal resource and perceived organizational support as a job resource with work engagement among workers at PT X, an outsourcing service company in Jakarta..   Methods:  This study employed a cross-sectional approach using purposive sampling. Three validated measurement instruments were used in this study, namely the Mindful Attention Awareness Scale (MAAS) to measure mindfulness, the Perceived Organizational Support Scale (POS-8) to measure perceived organizational support, and the Utrecht Work Engagement Scale (UWES-9) to measure work engagement. For bivariate analysis, associations between variables were tested using the Chi-Square test or Fisher’s Exact test, with p < 0.05 considered statistically significant.   Result:  Results indicated that 57.5% of respondents had low work engagement. Significant relationships were found between mindfulness and work engagement ( p-value  = 0.040; POR = 0.360, 95% CI: 0.138–0.937), and between POS and work engagement ( p-value  = 0.037; POR = 2.618, 95% CI: 1.048–6.540).   Conclusion:  This study highlights the importance of integrating personal and organizational resources to enhance work engagement. Mindfulness and perceived organizational support play important roles in shaping positive work-related psychological conditions, as well as strengthening organizational support practices to improve employee well-being and work engagement. },
   issn = {2615-4854},   pages = {121--128}  doi = {10.14710/jekk.v11i2.31436},
    url = {https://ejournal2.undip.ac.id/index.php/jekk/article/view/31436}
}

Citation Format:

Abstract

Background: Low work engagement may lead to decreased performance, increased work-related stress, and higher turnover intention. In outsourcing companies, where job insecurity and limited organizational attachment are common, personal and organizational resources become critical factors. This study aimed to examine the relationship between mindfulness as a personal resource and perceived organizational support as a job resource with work engagement among workers at PT X, an outsourcing service company in Jakarta..

Methods: This study employed a cross-sectional approach using purposive sampling. Three validated measurement instruments were used in this study, namely the Mindful Attention Awareness Scale (MAAS) to measure mindfulness, the Perceived Organizational Support Scale (POS-8) to measure perceived organizational support, and the Utrecht Work Engagement Scale (UWES-9) to measure work engagement. For bivariate analysis, associations between variables were tested using the Chi-Square test or Fisher’s Exact test, with p < 0.05 considered statistically significant.

Result: Results indicated that 57.5% of respondents had low work engagement. Significant relationships were found between mindfulness and work engagement (p-value = 0.040; POR = 0.360, 95% CI: 0.138–0.937), and between POS and work engagement (p-value = 0.037; POR = 2.618, 95% CI: 1.048–6.540).

Conclusion: This study highlights the importance of integrating personal and organizational resources to enhance work engagement. Mindfulness and perceived organizational support play important roles in shaping positive work-related psychological conditions, as well as strengthening organizational support practices to improve employee well-being and work engagement.

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Keywords: Work Engagement; Mindfulness; Perceived Organizational Support; Outsourced Workers

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Section: Articles

Language : EN

In Vol 11, No 2: Mei 2026

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