




































Humanitas: Indonesian Psychological Journal  

Vol. 19 (2), August 2022, 101-108 
ISSN:  2598-6368(online); 1693-7236(print)                                                                 

        humanitas@psy.uad.ac.id  https://doi.org/10.26555/humanitas.v19i2.44 

Work engagement of high-risk occupation employees: The role of self-

efficacy and perceived organizational support 

Aulia Aulia, Atika Rahmawati, Selvi Novia Sari  

Faculty of Psychology, Universitas Ahmad Dahlan, Indonesia 
Corresponding Author: aulia@psy.uad.ac.id 
 

 

Introduction 

The United Nations International Strategy of Disaster Reduction (UNISDR) explained that 
Indonesia was ranked first globally, with 4,535 fatalities caused by natural disasters in 2018. 
The Meteorology, Climatology, and Geophysics Agency (BMKG, 2019) conveyed the data 
that Indonesia has always had a high potential for natural disasters. Therefore, the role of an 
institution in handling disasters that occur in Indonesia is crucial.  

One of the institutions established in the disaster management context in Indonesia is 

National Agency for Disaster Countermeasure, as a non-ministerial government institution 

responsible and under the President and is led by the Head. The National Agency for Disaster 

Countermeasure focuses on finding, helping, and saving the lost human lives, which are open 

to being lost, facing danger in shipping and aviation disasters or other disasters. Therefore, 

the work as an employee of the National Agency for Disaster Countermeasure is an 

occupation with high demands and risks. 

ART ICLE  INFO  

 

AB ST R ACT  

 

Article history 

Received: November 3, 2021 

Revised: July 7, 2022 

Accepted: July 29, 2022 

 Engagement is vital for every employee at work, especially in 
occupations with high demands and risks, such as National Agency for 
Disaster Countermeasure employees. This study aimed to test the 
contribution of self-efficacy and perceived organizational support on 
work engagement among employees of the National Agency for 
Disaster Countermeasure. A quantitative correlational approach was 
applied in this study, with the population being National Agency for 
Disaster Countermeasure in  The Special Region of Yogyakarta and 
Central Java employees in a minimum of a one-year working period. 
Eighty-eight National Search and Rescue Agency employees 
participated in this study after selecting through a purposive sampling 
technique. The data was collected using the modified Utrecht Work 
Engagement Scale (UWES), self-efficacy scale, and perceived 
organizational support scale and was then analyzed with multiple linear 
regression. The results show self-efficacy and perceived organizational 
support contribute simultaneously to work engagement. Self-efficacy 
positively contributes to work engagement; likewise, perceived 
organizational support positively contributes to work engagement. 
Therefore, this study concludes that self-efficacy and perceived 
organizational support contribute to work engagement. Moreover, 
perceived organizational support contributes more to work engagement 
than self-efficacy. To enhance work engagement among employees of 
high-risk occupations, perceived organizational support is needed more 
than self-efficacy. 

 
    

 
Keywords 

high-risk occupations;   

perceived organizational support;   

self-efficacy; 

work engagement. 

 

mailto:humanitas@psy.uad.ac.id
https://doi.org/10.26555/humanitas.v19i2.44
mailto:aulia@psy.uad.ac.id


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Aulia et al. (Work engagement of high-risk occupation employees: The role of…) 

Psychologically, individuals' high demands, tasks, and risks will likely make them 

experience burnout. Bakker et al. (2014) stated burnout occurs due to increased job demands. 

However, when workers have high work engagement, workers will tend to be able to survive 

and not experience burnout. This argument aligns with what was conveyed by Bakker & 

Leiter (2010) that workers with high work engagement will have resilience and are not easily 

burnout at work, even though their work is categorized as a high-risk occupation (Christianty 

& Widyaningtanti, 2016). Therefore, work engagement is essential for individuals, 

especially those who work with high demands or risks. 

Regarding work engagement, Schaufeli et al. (2002) describe work engagement as a 

positive, satisfying state of mind and a condition where individuals are bound to work 

characterized by vigor, dedication, and absorption. Vigor is a spirit characterized by energy 

and high mental resilience, a desire to work, and determination even in the face of adversity. 

Dedication is a reasonably strong involvement in work characterized by enthusiasm, 

inspiration, pride, and a feeling of being challenged in working. While the last dimension is 

absorption, it is characterized by a concentration filled with pleasure when doing the work; 

it seems that time passes quickly, and they feel somewhat challenging to detach from their 

occupation (Schaufeli et al., 2006). 

Gallup (2013) explains that individual engagement in work will affect individual 

performance, such as low rate of absence, low turnover, low work safety incidents, and 

increased productivity and profits. In addition, Robinson et al. (2004) also reveal that the 

behaviors shown by individuals with high work engagement include having positive 

thoughts about work and the organization and having a sense of trust in the organization. 

Similarly, Kahn (1990) explains that engaged workers will make various work efforts 

because they identify themselves with the work.  

Work engagement is influenced by several factors, including personal resources 

(Bakker & Demerouti, 2008). Furthermore, self-efficacy is an important factor in personal 

resources (Bakker & Leiter, 2010). Bakker & Leiter (2010) revealed that high self-efficacy 

would also affect high employee work engagement. Parallel to the statement, Aulia et al. 

(2019) explained that self-efficacy has a positive relationship with the work engagement of 

the Indonesian Army members. Tanurezal & Tumanggor (2020) found a similar research 

result among teachers. Andamari (2020) also revealed that self-efficacy positively correlates 

with work engagement. Accordingly, high confidence from individuals toward their ability 

to complete tasks or overcome problems at work will make individuals more motivated to 

behave and engage with their work. Individuals' beliefs determine how they can feel, think, 

motivate, and conduct (Feist & Feist, 2009).  

Another factor influencing one's engagement is the organization's role (Steers & 

Porter, 1991). Organizational factors, in this case, are related to the support such as 

contributions, care, and welfare provided by the organization to workers, which is called 

perceived organizational support. Saks (2006) stated that work engagement is influenced by 

perceived organizational support (POS). 

The results of previous research showed a positive correlation between perceptions of 

organizational support and the work engagement of the Indonesian Army members (Aulia 

et al., 2019). Similarly, previous research also found that perceived organizational support 

has a direct and positive relationship with work engagement (Sulea et al., 2012; Tanudjaja, 

2013). Organizations that pay attention to and care about employee welfare make employees 

more developed and engage employees in the company (Dabke & Patole, 2014).  
Previous research results show that self-efficacy and perceived organizational support 

affect work engagement. Therefore, in this study, the contribution of self-efficacy and 



Humanitas: Indonesian Psychological Journal 103 

 

                             Aulia et al. (Work engagement of high-risk occupation employees: The role of…)   

perceived organizational support to work engagement will be examined in other jobs related 
to high-risk jobs among the National Agency for Disaster Countermeasure employees. This 
study is essential as no previous research has been conducted among National Agency for 
Disaster Countermeasure employees. Based on the previous explanation, this study aimed to 
determine the contribution of self-efficacy and perceived organizational support to the work 
engagement of the National Agency for Disaster Countermeasure employees in The Special 
Region of Yogyakarta and Central Java.  

Method 

A quantitative approach with a correlational design was applied in this study. The aim was to 
explore the contribution of each predictor variable to the criterion variable. 

Participants 

The population in this study were employees of the National Agency for Disaster 
Countermeasure in The Special Region of Yogyakarta and Central Java with a minimum one-
year working period. In this study, purposive sampling was applied. Therefore, the sample in 
this study were employees of the National Agency for Disaster Countermeasure who worked 
in the rescuer or operations and standby section in The Special Region of Yogyakarta and 
Central Java. The rescuers were selected as research samples because they had the highest 
job demands and risks compared to other fields. The sample consists of 88 National Search 
and Rescue Agency employees representing The Special Region of Yogyakarta and Central 
Java rescuers. 

Instruments 

Three scales were used to collect the data in this study. The adopted Utrecht Work 

Engagement Scale (UWES) (Aulia et al., 2019), based on vigor, dedication, and absorption 

dimensions (Schaufeli & Bakker, 2003), was used to measure work engagement. The 

adopted UWES has a reliability coefficient of α=.898.  

The measurement of self-efficacy attributes used the adopted self-efficacy scale (Aulia 

et al., 2019), based on self-efficacy dimensions consisting of level, strength, and generality 

(Bandura, 1997). The adopted self-efficacy scale has a reliability coefficient of α=.873.  

Meanwhile, the perceived organizational support attributes were measured with the 

adopted perceived organizational support scale (Aulia et al., 2019) based on dimensions of 

justice, supervisor support, and awards from the organization and working conditions 

(Rhoades & Eisenberger, 2002). The reliability coefficient of the adopted perceived 

organizational support scale is α=.913. Based on the reliability coefficients of the three 

scales, the study deduced that the three instruments are reliable and feasible to be used in 

this study. 

Data Analysis 

Multiple regression analysis was applied to analyze the data with SPSS software. The 

multiple regression analysis was conducted to explore the contribution of each predictor 

variable to the criterion variable. 



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Results 

The analysis results show the coefficient value of R=.570, F=20.405 (p<.01). These results 

reveal that self-efficacy and perceived organizational support simultaneously contributed to 

the work engagement among employees of the National Search and Rescue Agency in The 

Special Region of Yogyakarta and Central Java. Furthermore, the effective contribution of 

self-efficacy and perceived organizational support to work engagement is 32.4%. Table 1 

shows the results of the partial analysis. 

 

Table 1 

Product Moment Correlation 
Variable β t r 

Self-efficacy*work engagement .360 3.953** .437** 

Perceived organizational support*work engagement .374 4.101** .447** 

 

Self-efficacy affects work engagement, with β=.360 and t=3.953 (p<.01). Furthermore, 

perceived organizational support also affects work engagement, with β=.374 and t=4.101 

(p<.01). The analysis was followed by testing the partial relationship between each 

independent variable and the dependent variable. The Pearson product-moment correlation 

test of self-efficacy with work engagement is r=.437 (p<.01). The result implies self-efficacy 

has a significant positive relationship with work engagement. Meanwhile, Pearson's product-

moment correlation test of perceived organizational support and work engagement is r=.447 

(p<.01). The result means perceived organizational support has a significant positive 

relationship with work engagement. The analysis process is continued by processing the 

sample data into categories based on descriptive statistics. Table 2 shows the categorization 

of each variable. The majority of respondents have high work engagement, high self-

efficacy, and positive perceived organizational support, with 64.77%, 76.14%, and 62.50%, 

respectively. 

 

Table 2 

Descriptive Data 
Variable Interval Frequency Percentage (%) Categories 

Work engagement 

X < 24 2 2.28  Low 

24 ≤ X < 48 29 32.95  Average 

X ≥ 48 57 64.77 High 

Self-efficacy 

X < 16 0 0  Low 

16 ≤ X < 32 21 23.86  Average 

X ≥ 32 67 76.14 High 

Perceived 

Organizational 

Support 

X < 16 3 3.41  Negative 

16 ≤ X < 32 30 34.09  Neutral 

X ≥ 32 55 62.50  Positive 

 

Discussion 

The study results revealed that self-efficacy and perceived organizational support 

simultaneously contribute to work engagement among National Search and Rescue Agency 

employees as part of the National Agency for Disaster Countermeasure. This finding explains 



Humanitas: Indonesian Psychological Journal 105 

 

                             Aulia et al. (Work engagement of high-risk occupation employees: The role of…)   

that high job demands do not always cause workers to experience burnout and low work 

engagement, as Bakker et al. (2014). Not all jobs with high demands and risks cause workers 

to experience burnout, so they have low work engagement. Furthermore, increasing workers' 

self-efficacy and positive perceptions of the organization's support can enhance employees' 

work engagement in high-risk jobs. This study's results correspond to the previous study 

among the Indonesian Army that self-efficacy and perceived organizational support were 

jointly proven to have a relationship with work engagement (Aulia et al., 2019) 

The categorization of work engagement among employees of the National Search and 

Rescue Agency in The Special Region of Yogyakarta and Central Java shows that most 

employees have high work engagement, followed by quiet engage and low work 

engagement, 64.77%, 32.95%, and 2.28%, respectively. Based on this classification, it can 

be concluded that employees of the National Search and Rescue Agency in The Special 

Region of Yogyakarta and Central Java tend to have a reasonably high work engagement. 

The study results indicate that the high demands and risks of occupation do not always lead 

individuals to low work engagement. On the contrary, high engagement can minimize the 

influence of high task demands. Bakker & Demerouti (2008) stated that work engagement 

could minimize work demands, leading to burnout. It means the organizations comprising 

employees with high work engagement can maintain and improve performance, even though 

the conditions around their work are not conducive. 

This study's results show high occupational demands and risks of being an employee 

of the National Search and Rescue Agency in The Special Region of Yogyakarta and Central 

Java do not cause burnout, which is the opposite of work engagement. This finding 

contradicts the previous theories (Bakker et al., 2014; Bakker & Leiter, 2010). The high 

demands of work and the risk of work do not always affect a person's low engagement in 

their work. Burnout will be lower when individuals have high work engagement, even 

though individuals work in high demands and risk situations. 

The results also show that self-efficacy has a positive relationship with work 

engagement. This study result is in line with a previous study that found self-efficacy 

positively related to work engagement among Norwegian principals (Federici & Skaalvik, 

2011). The results of previous research among bank employees in East China showed that 

employees with high self-efficacy would be more engaged in their work, make more effort, 

and be excellent in their duties, which should improve their work (Tian et al., 2019). 

The categorization of self-efficacy among employees of the National Search and 

Rescue Agency in The Special Region of Yogyakarta and Central Java shows that most 

employees have high self-efficacy (76.13%), followed by medium self-efficacy (23.86%). 

None of the employees has low self-efficacy. Thus, the National Search and Rescue Agency 

in The Special Region of Yogyakarta and Central Java employees' high self-efficacy 

indicates they have confidence in their ability to complete every job, from the easy to the 

most challenging jobs. The strength or weakness of the National Search and Rescue Agency 

employees' beliefs about their abilities can affect whether they will engage or disengage with 

their work. As Bakker & Demerouti (2008) stated, self-efficacy is one factor that affects 

work engagement. It means that when employees' self-efficacy in carrying out their work is 

relatively strong, they will more engage with it, and vice versa. 

The results also show that perceived organizational support positively correlates with 

work engagement. This finding is in line with Saks (2006) that perceived organizational 

support is one-factor influencing work engagement. The results of this study conform with 

the previous research results, including a study conducted by Aulia et al. (2019) with 

research samples of Indonesian Army members that perceived organizational support 



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Aulia et al. (Work engagement of high-risk occupation employees: The role of…) 

positively correlates with work engagement. Perceived organizational support is the degree 

to which employees believe the organization values their contribution and cares about their 

well-being (Robbins & Judge, 2017). When the organization pays attention and cares for the 

welfare of employees, employees will give positive feedback to the organization to carry out 

their responsibilities. 

Based on the categorization, most of the National Search and Rescue Agency in The 

Special Region of Yogyakarta and Central Java employees have perceived organizational 

support in the positive category, followed by the neutral and negative categories,  62.5%,  

34.09%, and 3.40%, respectively. The National Search and Rescue Agency employees in 

The Special Region of Yogyakarta and Central Java tend to have a positive perception of all 

support provided by the organization, which in the end has implications for the high 

engagement in their work.  

However, the limited sample in this study impacted the generalization of the results 

limited only to workers whose types of work were relatively the same as employees of the 

National Search and Rescue Agency as part of the National Agency for Disaster 

Countermeasure. Therefore, further studies need to be conducted on a broader population and 

more varied types of work.  

Conclusion 

Among employees of the National Search and Rescue Agency in The Special Region of 

Yogyakarta and Central Java, self-efficacy and perceived organizational support 

simultaneously contribute to work engagement. This study explains that the high confidence 

of the National Search and Rescue Agency employees in their ability to face difficulties when 

carrying out their duties and positive perceptions of organizational support is essential to 

increasing work engagement. Thus, having confidence and positive thoughts related to their 

abilities and towards the organization must be continuously maintained and improved among 

employees. Likewise, self-efficacy positively correlates to the work engagement of the 

National Search and Rescue Agency in The Special Region of Yogyakarta and Central Java 

employees. Furthermore, the perceived organizational support positively correlates to the 

work engagement of the National Search and Rescue Agency in The Special Region of 

Yogyakarta and Central Java employees. Perceived organizational support has a higher 

contribution to work engagement than self-efficacy. This study also concludes that not all 

types of work with high job demands and risks cause workers to be burnout. This study 

finding shows that the demands of work and the high risk of a job are excellent opportunities 

for National Search and Rescue Agency employees as part of the National Agency for 

Disaster Countermeasure. Employees will be actively engaged in their work as long as they 

positively perceive the organizational support and efficacy.  

Acknowledgment 

The authors want to acknowledge the National Search and Rescue Agency employees for 

participating as the sample in the study.  

Declarations  

Author contribution. AA: develop research ideas, design study, direct the research process, 

prepare instruments, reconstruct article, and the revision is under AA's responsibility as a 



Humanitas: Indonesian Psychological Journal 107 

 

                             Aulia et al. (Work engagement of high-risk occupation employees: The role of…)   

corresponding author. AR and SNS collect data in the field, analyze the data, and draft the 

article. 

Funding statement. The researchers themselves funded the research. 
Conflict of interest. The authors declare no conflict of interest. 
Additional information. No additional information is available for this paper. 
 

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