High-performance work systems and psychosocial safety climate influence work engagement through job satisfaction pathways

https://doi.org/10.35912/ahrmr.v5i3.2913
Published: Sep 11, 2025

Abstract:

Purpose: This study aims to analyze the mechanisms through which high performance work systems and psychosocial safety climate affect employee work engagement with the consideration of job satisfaction as mediator in TIC sectors.

Methodology: A sample of 334 employees working across several provinces in Indonesia was surveyed, and Partial Least Squares Structural Equation Modelling was applied to analyze the data using Smart-PLS.

Results: The results confirmed both HPWS and PSC did not have a positive direct effect on work engagement. However, they had a positive indirect effect, respectively, on work engagement by increasing job satisfaction.

Conclusions: Thus, confirming the role of full mediation of job satisfaction. This study provides the first evidence of the comprehensive integration of two independent variables of HPWSs and PSC with mediation job satisfaction in one model, which has never been done in any previous studies, to employee outcomes in the context of service sectors, and it contributes to the field with important theoretical contributions, as well as managerial recommendations.

Limitations: This study is limited in the use of cross sectional, self report.

Contribution: The contribution: there has never been a previous study that integrates these 4 variables in one whole theoretical model. Literacy contribution, for the TIC (testing inspection certification business services sector, especially in the HR department.

Keywords:
1. High-Performance Work Systems (HPWS)
2. Job Satisfaction
3. Psychosocial Safety Climate (PSC)
4. Work Engagement
Authors:
Dhiny Sartika Larasandi
Universitas Indonesia, Depok, Jawa Barat, Indonesia
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How to Cite
Larasandi, D. S. (2025). High-performance work systems and psychosocial safety climate influence work engagement through job satisfaction pathways. Annals of Human Resource Management Research, 5(3), 605–618. https://doi.org/10.35912/ahrmr.v5i3.2913
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Vol. 5 No. 3 (2025): September
Articles
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  3. Bakker, A. B., & Bal, M. P. (2010). Weekly Work Engagement and Performance: A Study Among Starting Teachers. Journal of occupational and organizational psychology, 83(1), 189-206. doi:https://doi.org/10.1348/096317909X402596
  4. Bakker, A. B., & Demerouti, E. (2017). Job Demands–Resources Theory: Taking Stock and Looking Forward. Journal of Occupational Health Psychology, 22(3), 273-285. doi:https://doi.org/10.1037/ocp0000056
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  11. Dimple, & Kuriakose, V. (2025). High-Performance Work System in Service Sector: Review and Framework Development. The Service Industries Journal, 45(3-4), 374-406. doi:https://doi.org/10.1080/02642069.2023.2240721
  12. Dollard, M. F., Loh, M., Becher, H., Neser, D., Richter, S., Zadow, A., . . . Potter, R. (2024). PSC as an Organisational Level Determinant of Working Time Lost and Expenditure Following Workplace Injuries and Illnesses. Safety Science, 177, 1-11. doi:https://doi.org/10.1016/j.ssci.2024.106602
  13. Dong, R. K., & Li, X. (2024). Psychological Safety and Psychosocial Safety Climate in Workplace: A Bibliometric Analysis and Systematic Review Towards A Research Agenda. Journal of safety research, 91, 1-19. doi:https://doi.org/10.1016/j.jsr.2024.08.001
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  16. Emur, A. P., & Satrya, A. (2025). Predicting Mediation Role of Person-Environment Fit on Contextual Performance: Study in Indonesian Correctional Organization. Corrections, 10(3), 155-183. doi:https://doi.org/10.1080/23774657.2024.2411679
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