







































Humanitas: Indonesian Psychological Journal  
Vol. 21 (2), August 2024, 189-202 

ISSN:  2598-6368(online); 1693-7236(print)                                                                 

 

       humanitas@psy.uad.ac.id             http://journal1.uad.ac.id/index.php/Humanitas            http://doi.org/ 10.26555/humanitas.v21i2.874 

The Influence of AI Awareness Dimension on Sustainable 

Employability: Study from Gen X Employees in Jakarta 

Netania Emilisa1*, Sarah Rizkika Ifa Muna2, Nico Lukito3, Lidia Wahyuni4, Dietce 

Apriani5 

1,2,3,4 Faculty of Economics and Bussiness, Trisakti University, Jakarta, Indonesia 
5 Bussiness Economics, University of Lincoln, Lincoln, New Zealand 
Corresponding author: netania@trisakti.ac.id 
 

 

This is an open access article under the CC BY-SA license. 

 

Introduction 

The Industrial Revolution 4.0 era encourages digitalization in operational functions in various 
sectors, from manufacturing to services. In this case, companies need to implement 
sustainable employability to ensure that employees will remain motivated to work, adapt, and 
improve performance and competence per the company's needs. Sustainable employability 
refers to the ability of employees to provide added value to an organization, now and in the 
future, and to experience this added value themselves in the process (Irfan et al., 2023). 
Sustainable employability could be influenced by the digitalization and automation trends in 
each company. Current digitalization and automation trends include increased use of data, 
connectivity, human-machine interaction, artificial intelligence (AI), and improvements in 
robotics (McKinsey&Company, 2021). The current use of automation systems certainly adds 
to existing business dynamics, starting from changes in work arrangements and new 
challenges. 

When companies start to change the working arrangement and implement a new 

working tool which is artificial intelligence (AI), employees need to adapt to survive and 

ARTICLE  INFO  

 

ABST RACT  

 

Article history 

Received June 24, 2024 

Revised August 16, 2024 

Accepted August 27, 2024 

 This study aimed to analyze the influence of the AI awareness 
dimension, namely challenge and hindrance appraisal toward AI, on 
sustainable employability through job crafting mediation variables in 
Gen X employees in Jakarta. In this study, hypothesis testing and data 
collection were carried out cross-sectionally. The data were collected 
primarily by distributing questionnaires to 272 Gen X employees in 
Jakarta. The sample collection method used the purposive sampling 
method. The data processing techniques included validity tests, 
reliability tests, and structural equation modeling (SEM). The results 
of the study showed that there was a positive influence caused by 
challenge appraisal toward AI and job crafting on sustainable 
employability. Meanwhile, hindrance appraisal toward AI triggered a 
negative influence on sustainable employability. The company and 
employees were expected to collaborate in implementing AI in the 
work environment to support their work sustainably.  

     

 

Keywords 

Challenge Appraisal Toward AI  

Gen X 

Hindrance Appraisal Toward AI  

Job Crafting 

Sustainable Employability 

 

 

 

mailto:humanitas@psy.uad.ac.id
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http://doi.org/%2010.26555/humanitas.v21i2.874
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maximize the use of AI to make their work easier. Later, this will trigger changes in 

employees' orders or job descriptions, encouraging them to be more productive and adding 

value to their work processes. Thus, these challenges become a reference for sustainable 

employability in the company (Alnamrouti et al., 2022). Likewise, Gen X spent the 1980s 

as a teenager. The ability possessed by Gen X Initially, when Gen X entered the world of 

work, they were not used to communicating using digital media and technology. Research 

conducted by Venkatesh et al. (2003) found that age is more significant in influencing 

workers. In contrast, older workers tend to be less willing/accepting to adopt new 

information technology. This is a challenge for companies that still employ a lot of Gen X, 

where currently, the widespread use of AI will affect the work effectiveness of Gen. 

In the workplace, AI has the potential to automate repetitive and time-consuming tasks, 

liberating employees to concentrate on more strategic and creative work. Integrating AI in 

companies is anticipated to contribute significantly to achieving company goals, from 

enhancing the effectiveness of quality management and supply chains to bolstering asset 

management, including managing human resources (Irfan et al., 2023). However, the 

adoption of AI in companies is not without its challenges. It necessitates a shift in mindset 

and a readiness to confront the obstacles and challenges that employees may perceive. AI 

awareness, or employees' comprehension of how AI can influence their future job prospects, 

becomes pivotal (He, C et al., 2023). 

A study conducted by He, C et al. (2023) on employees in the service industry stated 

that when the company they work for, employees will react differently. One of them is 

challenge appraisal toward AI, which is a challenge employees feel in implementing AI in 

the work environment, which should be encouraged by motivating employees. Thus, 

employees will assess AI as a positive challenge, such as considering AI as an opportunity 

to achieve goals and a place to increase competence. Besides, hindrance appraisal towards 

AI is a perceived obstacle when adopting AI. This refers to employees' perceptions that AI 

will suppress their abilities and that there is no room to improve their competencies (Bakker 

& Demerouti, 2017). 

Companies will take steps to adapt the scope of employee work to respond to changes 

in company dynamics by incorporating AI into the work environment. Job crafting is a 

company's endeavour to redesign or reshape the scope of employee work (Emilisa et al., 

2020). With job crafting, employees can discover new approaches to work and adapt to using 

AI in their company. Moreover, this change will stimulate employees to choose the most 

efficient way of doing their work (Alnamrouti et al., 2022). This will foster initiative and 

increase competency for employees not only within the scope of their work. Employees can 

broaden their exploration of the scope and function of work through the new order of using 

AI (Chen et al., 2023). 

In implementing job crafting, the company adjusts the scope of existing work to 

current needs, which aligns with the AI adoption that has been implemented. Furthermore, 

the company strives to retain employees by fostering employability and creating new jobs. 

This will lead to sustainable employability in the company, with the mediation of job crafting 

and AI application. A study conducted by Irfan et al. (2023) on health service employees 

stated that employees perceived the company's job crafting as motivating to continue 

working, increasing work engagement, and optimizing job fit for each employee. Thus, the 

efforts will lead to sustainable employability in the company, even in the face of changing 

conditions, such as AI  (He, G et al., 2023). Sustainable employability refers to an employee's 



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capacity to function on the job and in the labor market. For instance, in their current jobs, 

employees will have a career path and a willingness to work until retirement (Irfan et al., 

2022). 

He, C et al. (2023) explain AI awareness is employees' perception of technology; this 

leads to the possibility of AI influencing their job prospects in the future, starting from the 

challenges and obstacles they feel. It can be seen after companies adopt AI as a tool for their 

work. In addition, AI awareness also leads to new learning, perception, and cognition, 

reducing errors and increasing efficiency, speed, and accuracy for organizations (He, C et 

al., 2023). Companies that adopt AI will trigger AI awareness, which will contribute to better 

employee participation in company activities and sustainable employability. (Kumar et al., 

2023). On the other hand, AI awareness refers to the company's awareness of current 

technological advances, which bring positive currents to the company's effectiveness and 

efficiency. Thus, companies will adopt AI with the speed of data analysis, work automation, 

and potential as a supporting tool for their employees (Chatterjee et al., 2023). AI awareness 

has two dimensions: first, challenge-hindrance appraisals toward artificial intelligence, 

challenging job demands and encouraging job creation by increasing employee motivation. 

Employees will assess AI as a challenge and an opportunity to improve individual 

competencies. Therefore, employees will be motivated to seek proactive strategies to 

overcome the challenging demands of AI. Second, hindrance appraisals toward artificial 

intelligence. The threat employees receive regarding adopting AI by companies is due to 

changes in the work structure, such as job descriptions. Additionally, employees will need 

more stability in their positions in the company as companies seek advanced technology to 

replace human capabilities. 

Based on a study by Zuma (2020), job crafting is a proactive response to changes in 

company dynamics that lead to changes in tasks, relationships, and cognitive perceptions to 

redesign jobs. On the other hand, job crafting is also defined as cultivating positive meaning 

and identity in an employee's work. This process will encourage employee contribution and 

motivation in the work environment (Emilisa et al., 2020), explaining that job crafting has 

three dimensions: first, task crafting empowers employees to add or reduce responsibilities 

from their official job description. For instance, the freedom to work independently, choose 

preferred projects, ask questions without hesitation, trust colleagues, and communicate 

openly with others all contribute to a sense of control and value in their work, enhancing 

employee retention. Secondly, relationship crafting is a collaborative process that involves 

changing existing work paradigms through communication and engagement. This can be 

seen using different communication channels with various company parts, diverse value 

offerings, and employee learning opportunities. This approach fosters a dynamic work 

environment and cultivates a sense of teamwork and camaraderie, facilitating the 

achievement of desired goals.  Finally, cognitive crafting refers to a changing employee 

mindset towards their work, including perspectives regarding routine work, scope, work 

relationships, and views on the current job description. 

Sustainable employability is the extent of an employee's ability and motivation to 

continue working productively now and in the (Irfan et al., 2023). Apart from that, Neupane 

et al. (2022) research explains that sustainable employability is an aspect of employees 

ranging from health, general fatigue, emotional exhaustion, work ability, work involvement, 

work relationships, and personal conditions. (household), job satisfaction, and employee 

absenteeism. According to research by Itam and Swetha (2022), sustainable employability 



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is the aspect of job performance, job satisfaction, and employee loyalty. According to van 

Dam et al., (2017), the factors that influence sustainable employability are as follows: first 

employability refers to an individual's ability to perform adequately in current and future 

jobs, within and outside the organization. Although the chances of retaining or obtaining 

employment may also depend on labor market characteristics, it is generally recognized that 

individual characteristics, such as abilities, skills, and knowledge, contribute to 

employability and labor market participation; secondly, work engagement. work 

engagement is not just a state of positive attitudes and behavior employees show regarding 

their work. It is a powerful driver of productivity and well-being. This state, characterized 

by enthusiasm, dedication, and focus, can lead to employees mobilizing personal resources, 

enjoying better health, delivering better work performance, and even delaying retirement. 

The potential benefits of work engagement are significant and should not be underestimated. 

Finally, affective commitment refers to the degree to which an employee identifies with, is 

involved in, and is attached to an organization. Employees with effective, solid commitment 

will perform better, be absent less often, and not change jobs compared to less committed 

employees. 

Research by Sundaresan and Zhang (2022) also supports challenge appraisal toward 

AI, which triggers employee job crafting. This research explains that AI can drastically 

change the nature of work and business processes and motivate employee engagement. As a 

result, job crafting is a redesign of work rules and procedures to facilitate better use of AI by 

employees. So, having a challenging appraisal toward AI as a job requirement will 

significantly positively affect job crafting, leading to a more optimistic work environment. 

Based on the explanation above, the following hypothesis is proposed: 

H1: Challenge Appraisal Toward AI has a positive effect on Job Crafting 

Based on research conducted by He, C et al. (2023) state that when faced with 

inhibiting demands, employees need to expend extra energy and resources to meet these 

demands, thereby reducing proactive behavior in cognitive perception for job redesign. 

Thus, employees who perceive hindrance appraisal toward AI will show low self-esteem, 

not concentrate on doing their work, and oppose job crafting. Therefore, hindrance appraisal 

toward AI will provide a negative direction towards implementing job crafting, raising 

concerns about the potential adverse effects on job performance. Based on the explanation 

above, the following hypothesis is proposed: 

H2: Hindrance Appraisal Toward AI has a negative effect on Job Crafting 

Sustainable employability, defined as an individual's ability and motivation to sustain 

work, is a crucial aspect of our discussion. It involves continuously enhancing work 

engagement, accumulating job resources, improving person-job fit, coping with job 

demands, and optimizing work. In this context, job crafting emerges as a valuable tool that 

enables employees to understand their roles better and be better prepared to work effectively 

over an extended period (Irfan et al., 2023). Therefore, job crafting is expected to play a 

positive role in fostering sustainable employability. Based on the explanation above, the 

following hypothesis is proposed: 

H3: Job Crafting has a positive effect on Sustainable Employability 

In addition, technological advances and the adoption of AI in companies will lead to 

employee efficiency. Companies will need human resources who can work continuously to 

optimize productivity with fewer personnel. In this case, job crafting, a proactive, 

independent, and socially innovative job redesign process, will lead to sustainable 



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employability (Irfan et al., 2022). Based on the explanation above, the following hypothesis 

is proposed: 

H4: Challenge Appraisal Toward AI has a positive effect on Sustainable Employability 

Research conducted by Yue (2023) revealed that hindrance appraisal toward AI 

swallow’s employee job opportunities. In this case, employees will feel they need to have 

the chance to work for a long time. Employees will feel pessimistic about their capabilities 

because AI will replace them. Thus, it will trigger low sustainable employability. Based on 

the explanation above, the following hypothesis is proposed: 

H5: Hindrance Appraisal Toward AI has a negative effect on Sustainable Employability 

The research conducted by Irfan et al. (2022) contributes significantly to the field by 

highlighting companies' increasing dependence on AI and technology, which is driving rapid 

changes in work structures. The approach to work design, work relationships, and the 

systems used in work is crucial in this context. When challenge appraisal toward AI becomes 

a positive medium, it can lead to optimal change (job crafting), which helps achieve 

sustainable employability. This research's academic value lies in its comprehensive analysis 

of the influence of AI awareness dimensions on sustainable employability mediated by job 

crafting. Based on the explanation above, the following hypothesis is proposed: 

H6: Challenge Appraisal Toward AI has a positive effect on Sustainable Employability, 

which Job Crafting mediates 

The obstacles employees feel are not only based on job opportunities but also on the 

access and skills they must have in the future. Employees will give up on their jobs if they 

cannot pursue the skills needed by the industry today, which incidentally uses AI. 

Meanwhile, the formation of job crafting to adjust job needs could be more optimal (Hussain 

et al., 2023). Therefore, when the perceived hindrance appraisal toward AI is large enough, 

sustainable employability cannot be created even though it is mediated by job crafting.Based 

on the explanation above, the following hypothesis is proposed: 

H7: Hindrance Appraisal Toward AI has a negative effect on Sustainable Employability, 

which Job Crafting mediates 

Based on the description above, the influence of the AI awareness dimension on 

sustainable employability mediated by job crafting is presented in Figure 1, related to the 

formation of a conceptual framework, which is as follows: 

 

Figure 1  

Conceptual Framework 

 

 

 

 

 

 

 

 

 

 

 

Research conducted by He, C et al. (2023) suggest that implementing AI in companies 

will encourage job crafting, significantly impacting service performance in service 

companies. This research focused on an analysis carried out on several employees working 

in the service industry. Apart from that, research by Irfan et al. (2023) also, job crafting 



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positively impacts sustainable employability, especially in an era of uncertainty. These 

findings were obtained by analyzing employees who work in the education and health 

sectors. Meanwhile, this research's primary concern is identifying the dimensions of AI 

awareness that influence sustainable employability by mediating job crafting among Gen X.  

Method 

Design 

The research was conducted using cross-sectional study; data was collected once to find the 
influence between variables. Data was collected using the survey research method, namely 
distributing questionnaires. The unit of analysis used in this research is the individual, focused 
on Gen X employees in Jakarta. 

Respondents 

The unit of analysis used in this research is the individual, focused on Gen X employees in 
Jakarta. The sample used was 272 respondents. In terms of the features of respondents, men 
accounted for 29%, and women accounted for 71%. The respondents' ages were mainly 
between 40 and 50 years old. The years of working experience ranged from 11 to 20 years. 
Meanwhile, based on the industry profile, it is dominated by the consultant industry at 38.6%. 

Measurements 

The relevant variable measurement scales used in this study are from mature scales used in 
previous studies. Furthermore, an online questionnaire was used as a medium to obtain data 
relevant to the objectives of this study. The validity test results on the variable indicators of 
all items have a loading factor of 0.35. Each statement item is declared valid and measurable. 
All indicators in the research variable are reliable because they have a Cronbach alpha ≥ 0.60. 

AI awareness 

AI awareness was assessed using established scales from previous studies. The scale consists 

of two dimensions: Challenge Appraisal toward AI and Hindrance Appraisal toward AI. 

Participants responded using a Likert-type format (1 = strongly disagree to 5 = strongly 

agree), with higher scores indicating greater discrepancy. Four items for Challenge Appraisal 

toward AI (Cronbach’s alpha [α] = 0.712) and three items for Hindrance Appraisal toward 

AI (α = 0.764) were adapted from He, C et al., (2023). 

Job Crafting 

Job Crafting was assessed using mature scales used in previous studies, developed by 

Emilisa et al. (2020). This Scale consists of 13 items. Participants responded using a Likert-

type format (1 = strongly disagree to 5= strongly agree), with higher scores indicating greater 

discrepancy. The authors reported a Cronbach α of 0,717.  

Sustainable Employability 

The statement indicators used in the questionnaire for sustainable employability consisted 

of 10 items adapted from Irfan et al. (2023). Participants responded using a Likert-type 

format (1 = strongly disagree to 5 = strongly agree), with higher scores indicating greater 

discrepancy. The authors reported a Cronbach α of 0,860. 



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Data Analysis 

The data processing techniques used included validity testing, reliability testing, and 
structural equation modeling (SEM) using SPSS and AMOS software. SPSS was used to 
prepare and analyze the study's data to determine the significance of the proposed connections 
between constructs. First, we conducted a structural model to check the model's fit. Second, 
we tested the hypothesized structural associations using Structural Equation Modeling 
(SEM). We ran a series of direct and indirect path models to determine the indirect effects. 
To obtain the results of the influence of mediating variables, we used the Sobel test with free 
statistical calculation software for the Sobel test and AMOS. Studies have shown that the AI 
Awareness Dimension influenced the Sustainable Employability of Gen X Employees in DKI 
Jakarta. There are differences in applying AI Awareness in different enterprises, and there are 
bound to be differences in employees’ work attitudes and behavior. Therefore, this study took 
the AI Awareness Dimension as an independent variable. 

Results 

The results of descriptive statistics from the variable dimensions of AI awareness, job 
crafting, and sustainable employability show that the average for the challenge appraisal 
toward AI is 4.15. This condition proves that Gen X employees feel that AI provides a positive 
challenge for them. The average hindrance appraisal toward AI is 1.75, and these results 
confirm that Gen X employees do not feel AI hinders their work. The average result of job 
crafting is 4.07, which means that Gen X employees feel that job crafting in the company is 
related to changes in the order of duties to the design of their work. The average score for 
sustainable employability obtained was 3.96. These results indicate that Gen X employees 
feel their current jobs are sustainable and employable. Table 1, related to the the Goodness of 
Fit test, which is as follows: 

 

Table 1  

Goodness of Fit Test Result 
Category Measurement Value Cut-off Value Decision 

Absolut Fit Measure Chi-square 1968.687 Low Poor Fit 

p-value 0.000 ≥ 0.05 Poor Fit 

RMSEA 0.120 ≤ 0.08 Poor Fit 

GFI 0.667 ≥ 0.90 Poor Fit 

Incremental Fit 

Measure 

NFI 0.556 ≥ 0.90 Poor Fit 

RFI 0.516 ≥ 0.90 Poor Fit 

IFI 0.611 ≥ 0.90 Poor Fit 

TLI 0.572 ≥ 0.90 Poor Fit 

CFI 0.608 ≥ 0.90 Poor Fit 

Parsimonious Fit 

Measure 

AGFI 0.612 ≤ GFI Goodness of fit 

CMIN/DF 4.934 Lower limit 1, upper limit 5 Goodness of fit 

 

After conducting the Goodness of Fit test, the model was feasible for hypothesis 

testing. This study uses Structural Equation Modeling (SEM) to test the hypothesis. All 

models were tested through path analysis using AMOS software. Table 2 shows the results 

of the path analysis of the structural model. As shown in Table 2, all hypotheses were 

supported. Based on Table 2, AI Challenge Appraisal has a positive effect on Job Crafting 

(β = 0.587, p < 0.05), while AI Hindrance Appraisal has a negative effect on Job Crafting (β 

= -0.138, p < 0.05). Similarly, both Job Crafting (β = 0.818, p < 0.05) and Challenge 

Appraisal toward AI (β = 0.302, p < 0.05) have a positive effect on Sustainable 



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Employability. Meanwhile, the effect of Hindrance Appraisal toward AI on Sustainable 

Employability was negative (β = -0.153, p < 0.05). 

 

Table 2  

The path analysis of the structural model 
Hypothesis Estimate ρ-value Decision 

Challenge Appraisal Toward AI → Job Crafting 0.587 0.000 Supported 

Hindrance Appraisal Toward AI → Job Crafting -0.138 0.005 Supported 

Job Crafting → Sustainable Employability 0.818 0.000 Supported 

Challenge Appraisal Toward AI → Sustainable Employability 0.302 0.019 Supported 

Hindrance Appraisal Toward AI → Sustainable Employability -0.153 0.034 Supported 

 

This study uses the Sobel test to determine whether the influence of the independent 

variable on the dependent variable, after including the mediator in the model, is significant 

and whether the mediation effect is statistically significant. The parameter values were based 

on the variables' standard estimations. The results revealed that the mediating effect of job 

crafting in the challenge appraisal toward AI on Sustainable Employability was significant. 

Meanwhile, hindrance appraisal toward AI has a negative effect on sustainable 

employability mediated by job crafting. Table 3, related to the results of the Sobel Test using 

the online Sobel calculator, is as follows: 

 

Table 3  

Sobel Test Result 
Hypothesis Estimate ρ-value Decision 

Challenge Appraisal Toward AI → Job Crafting →  

Sustainable Employability 

0.463 0.000 Supported 

Hindrance Appraisal Toward AI → Job Crafting →  

Sustainable Employability 

-0.260 0.012 Supported 

Discussion 

In the first hypothesis test, it can be concluded that there is a significant positive influence 
between challenge appraisal toward AI and job crafting. This shows that Gen X employees 
in Jakarta feel that the challenge of appraisal toward AI is a challenge that brings a positive 
direction to their work. In its application, AI is considered a medium to improve the 
competence of employees. Through the AI appraisal challenge, employees get new 
experiences that lead to developing strategies for doing work. A new approach is taken to 
optimize their work through job crafting. In his role as a Gen X employee, it is necessary to 
redesign the work according to the current needs of the industry. One function strongly 
supported by the role of challenge appraisal toward AI is the talent acquisition process. The 
existence of the AI appraisal challenge can allow them to explore new ways to be more 
proactive in finding the best talent for their company through databases and AI search 
features. This transformation of new tasks and approaches leads to job crafting tailored to 
company needs, making work more effective and efficient (Pillai & Sivathanu, 2020). 
Therefore, if Gen X employees feel that appraisal toward AI is a challenge, it will trigger job 
crafting. Job crafting will help Gen X employees find new approaches, reorganize, and be 
more proactive in their work, which is entering the digital era. This research is supported by 
previous research by He, G et al., (2023), which stated that the use of AI in the work 
environment will increase in the digitalization era. This will trigger changes to the 
conceptualization of work now and in the future. Therefore, if the company adopts AI, 



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employees will strive to adapt and be motivated to do job crafting. In addition, research by 
He, C et al., (2023) also confirm that the appraisal challenge toward AI drives job crafting in 
a job role that is used as a supporting tool. This will help employees further enrich their 
learning methods, working methods, and productivity. The rapid use of AI in the work 
environment is interpreted as a positive thing by Gen X employees in Jakarta. Challenge 
appraisal toward AI is a challenge that motivates them to continue to be proactive in working 
as a trigger for job crafting so that their work becomes optimal. So, the existence of an AI 
appraisal challenge felt by Gen X employees will lead to job crafting. 

In the second hypothesis test, it was found that there was a significant negative 
influence caused by hindrance appraisal toward AI on job crafting. This study found that Gen 
X employees in Jakarta feel that hindrance appraisal toward AI does not hinder any 
achievement in their current job; moreover, it prevents them from mastering challenging 
aspects of the job. So, they do not find it difficult with job crafting, starting from redrafting 
work designs, introducing new tasks, and the existence of an additional system in work, 
namely AI. This research is supported by previous research conducted by He, C et al., (2023) 
state that if AI is implemented in work, it cannot trigger employees to develop, and employees 
will find it challenging to realize job crafting to normalize AI in the work environment. 
However, if the implementation of AI is not an obstacle, employees can still optimize their 
work through job crafting. In addition, research by Tuffaha and Perello-Marin (2022) also 
explains the same thing. If hindrance appraisal toward AI does not indicate obstacles to work, 
then employees can perform job crafting optimally. Hindrance appraisal toward AI for Gen 
X employees who work in Jakarta is not considered an obstacle or a limitation in their work. 
In the era of digitalization, Gen X employees are increasingly aware that the function of AI 
is one of the company strategies in carrying out work. For example, in carrying out the talent 
acquisition function, HR can optimize the use of AI and find new ways to attract and fulfill 
the best talent for their company to strengthen employer branding. Their task is increasingly 
accustomed to the emergence of job crafting that forms new strategies and references to their 
work (Xiao et al., 2023). Therefore, Gen X employees in Jakarta feel that AI can provide 
space for them to master new aspects of their work, which can trigger job crafting and increase 
their effectiveness and efficiency. 

The third hypothesis test showed a significant positive influence between job crafting 
and sustainable employability. Job crafting, a process of redesigning proactive, independent, 
and socially innovative jobs, leads to sustainable employability. In this case, it is known that 
Gen X employees feel that a new scheme to improve their work level helps achieve 
sustainable employability. One is redesigning the work, choosing additional jobs according 
to interests, and rethinking the goals to be achieved. For example, Gen X employees integrate 
AI features into their job descriptions, ranging from recruitment to job evaluations (Xiao et 
al., 2023). Therefore, the employee becomes more proactive in their current work and projects 
it to remain sustainable. Sustainable employability is related to their belief in career 
opportunities, opportunities to work until retirement age, and a forum to continue to perform 
roles and improve competencies triggered by job crafting. Previous research by Sartori et al. 
(2023), also explains that companies are paying attention to sustainable employability in line 
with the constant changes in the work environment. When employees are willing to do job 
crafting, it will encourage the creation of sustainable employability. This research is also 
strengthened by the findings of Irfan et al. (2022), who stated that job crafting in the current 
employee's job will contribute to future strategies to prepare for their jobs. This encourages a 
proactive, independent, and socially innovative attitude that will lead to sustainable 
employability. So, in this study, it is proven that Gen X employees in Jakarta feel that there 
is job crafting, namely by redesigning jobs that include job descriptions, work relationships, 
and skills needed by HR, which will lead them to sustainable employability. 

Testing the fourth hypothesis, proving that there is a significant favorable influence of 
challenge appraisal toward AI on sustainable employability. In this case, Gen X employees 



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feel that the existence of AI in the work environment encourages them to continue to be 
productive. AI is seen as a tool that can help improve their competence, from making their 
work more accessible to becoming more creative in doing their work. The aspects employees 
receive due to AI will help them prepare for future job opportunities. So, the perception of 
challenge appraisal toward AI will undoubtedly lead to a positive direction toward sustainable 
employability. Even though companies adopt AI, sustainable employability will still emerge 
due to employees' perception that the appraisal challenge toward AI will not erode their work. 
Sustainable employability emerges in the form of promising career opportunities following 
the competencies of current employees, the ability to multitask, and the willingness to work 
for an extended period. In a study conducted by Alnamrouti et al. (2022), it was also stated 
that the existence of AI is one of the reasons employees are creative in doing their work so 
that their work can be done sustainably. When employees can take advantage of the 
opportunity to apply AI optimally, it will undoubtedly bring sustainable employability to their 
work. In addition, research by Yue (2023) presents findings that employees with a challenging 
appraisal of the AI view can adapt well and continue their work for an extended period. Then, 
it is strengthened with a research instrument on the challenge appraisal toward AI variables, 
which states that employees are motivated to perform new tasks related to AI implementation. 
This will support the improvement of competence and change the scope of their work. 
Therefore, this study proves that Gen X employees in Jakarta feel that the challenge appraisal 
toward AI can motivate them to be productive and creative and create their work partners to 
achieve sustainable employability, such as their opportunity to work until retirement age. 

The fifth hypothesis test gave the result that there was a significant negative influence 
of hindrance appraisal towards AI on sustainable employability. Gen X employees in Jakarta 
feel this; they consider AI not an obstacle to achieving goals at work. In addition, AI is also 
not a barrier to mastering complex aspects of work. Gen X employees in Jakarta also do not 
face the limitations caused by hindrance appraisal toward AI; they still believe that 
implementing AI can provide opportunities to continue to grow at work. So, Gen X 
employees believe that with this perception, they will still be able to work optimally and 
maintain their jobs. Research by Donald et al. (2020) also supports that the existence of a 
work system convention that was originally manual and then digital certainly brings changes 
to employees. Employees who cannot meet these demands will tend to give up on their jobs. 
Thus, the challenges felt will impact the decline in sustainable employee employability. 
However, changing employees' perception of these demands into motivation will increase 
their sustainable employability. Research conducted by Böhmer and Schinnenburg (2023) 
shows that employee who does not feel that there is a hindrance appraisal toward AI will 
maximize the potential for automation in their work, resulting in sustainable employability. 
This reflects this study, which shows that Gen X employees in DKI Jakarta do not feel the 
existence of hindrance appraisal toward AI in their work so that they can bring sustainable 
employability to their work. Gen X employees in DKI Jakarta feel more productive and work 
optimally with the help of AI to create their current and future job opportunities. 

The sixth hypothesis test found a significant positive influence of challenge appraisal 
toward AI on sustainable employability through job crafting. It is known that the challenge 
appraisal toward AI is an essential aspect in the formation of sustainable employability. Based 
on testing, it was found that Gen X employees in DKI Jakarta are dedicated to adapting to 
accumulate experience and competencies to interact optimally with AI. This is intended as an 
effort to work productively for an extended period. The role of job crafting in terms of 
reformulating work according to employee needs is undoubtedly a catalyst to realize 
sustainable employability. Research by Irfan et al. (2022), emphasizes that companies 
increasingly rely on AI and technology, driving rapid changes in work structures. When the 
AI appraisal challenge becomes a positive medium, it will lead to optimal change (job 
crafting), which will help fulfill sustainable employability. In addition, Sharma et al. (2022) 
revealed that the challenge appraisal toward AI in employees implies a change in the work 



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Netania Emilisa et al. (The Influence of AI Awareness Dimension on Sustainable Employability:..)   

order that ultimately creates sustainable employability. This aligns with the perception that 
Gen X employees in Jakarta believe that the AI appraisal challenge brings a positive direction 
to their work; from reducing repetitive work, AI technology motivates employees to create 
more flexible and independent jobs. Therefore, this perception will create sustainable 
employability in employees, which is strengthened by the role of job crafting in perfecting 
new approaches to work. 

In the seventh hypothesis test, a significant negative influence produced by hindrance 
appraisal toward AI negatively affected sustainable employability through job crafting in Gen 
X employees in Jakarta. In this case, employees perceive that the company's adoption of AI 
aims to make their work easier. This is also supported by the existence of AI capacity that 
can encourage the achievement of employee goals at work, from improving competence and 
mastering challenging aspects of work to realizing job opportunities sustainably. For 
example, HR, of course, is essential to adapting to the needs of the currently aggressive 
industry and adopting AI as a supporting tool. So, the low perception of Gen X employees 
towards hindrance appraisal toward AI will encourage sustainable employability in 
employees. In this case, job crafting will act as a catalyst that strengthens the adaptation 
process and new approaches of employees to jobs that AI has automated, leading to employee 
opportunities to work sustainably or sustainably. This is supported by research by He, C et 
al. (2023; Hussain et al., 2023), state that there is a process of changing the work order 
because AI automation becomes difficult if AI is considered an obstacle to the careers of 
current and future employees. Finally, sustainable employability cannot be realized with this 
perception even though job crafting efforts have been made. Moreover, vice versa, if 
employees do not consider AI as an obstacle, of course, they will intensify the use of AI, 
optimize the discovery of new alternatives through job crafting, and finally achieve 
sustainable employability. This is also associated with a research instrument on the 
sustainable employability variable, which confirms that Gen X employees are willing to 
continue working until retirement age. The statement illustrates that applying AI as a new 
system will allow employees to work sustainably. Thus, Gen X employees in Jakarta do not 
feel a hindrance to AI in their work and do not have the assumption that AI is a threat that 
will prevent them from mastering difficult jobs for now and in the future. Therefore, this 
perception will create sustainable employability in employees, which is strengthened by the 
role of job crafting in perfecting new approaches to work. 

Companies are expected to be able to implement AI awareness in the work environment 
sustainably. This is related to a challenge appraisal toward AI, which triggers employees to 
increase competence, enrich their experience, and work optimally. Companies can also 
gradually carry out the digital transformation process and implement AI. This aims to make 
employees better prepared to face hindrance appraisal toward AI, which allows for new 
dynamics that employees will face. 

The limitation of this study's research is that it was only conducted on Gen X employees 
in Jakarta and focused on the dimensional variables of AI awareness, job crafting, and 
sustainable employability. It is hoped that further research can cover more diverse areas and 
professions and add other variables. By expanding the scope of future research to include a 
wider variety of demographic groups and professional sectors could provide a more 
comprehensive understanding of how AI awareness impacts job crafting and sustainable 
employability across different contexts. 

Conclusion 

Based on the research analysis and discussion results, it is concluded that the AI awareness 
dimension influences sustainable employability, which is mediated by job crafting among 
Gen X employees in Jakarta. Challenge appraisal toward AI shows that Gen X employees in 



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Netania Emilisa et al. (The Influence of AI Awareness Dimension on Sustainable Employability:..)  

Jakarta think that implementing AI helps them increase competence, be proactive, and get job 
opportunities. Hindrance's appraisal of AI shows that Gen X employees in Jakarta feel 
supported by the implementation of AI. Job crafting shows that Gen X employees in Jakarta 
have implemented new approaches to work. Finally, it can increase the sustainable 
employability of Gen X employees. Apart from that, job crafting also mediates increasing 
sustainable employability by challenging appraisal toward AI and avoiding appraisal toward 
AI. 
 

Declarations  

Author contribution. The first author presented the idea, analyzed the data, wrote the 
manuscript, and finalized it. The second, third, and fourth authors collected and inputted the 
data from participants, data processing, and discussed the results. The fifth author developed 
the theory and data analysis.  
Funding statement. No institutions or grants have funded this 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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