Abstrak
This study examines the role of work engagement as a mediating variable in the relationship between human resource management (HRM) practices, organizational culture, compensation, leadership, knowledge sharing, and organizational performance within marine supplies companies. Using a quantitative approach with partial least squares structural equation modeling (PLS-SEM), data were collected from employees across operational and management departments. The findings reveal that work engagement significantly mediates the positive impact of HRM practices, supportive leadership, and equitable compensation on organizational performance. Knowledge sharing and a strong organizational culture further enhance employee engagement, driving sustained operational excellence.
Pembahasan
Marine supplies companies operate in a highly dynamic and demanding global supply chain environment where employee efficiency, decision-making, and organizational performance are critical. This research empirically investigates how work engagement serves as a vital psychological mechanism bridging strategic human resource management practices and overall organizational output. Methodology & Findings: Data were analyzed using SmartPLS 4. The empirical results demonstrate that competitive compensation structures and empowering leadership directly foster higher work engagement levels. In turn, engaged employees demonstrate superior problem-solving capabilities, higher retention rates, and improved customer service quality in marine logistics operations.