HUBUNGAN JOB CRAFTING DAN ORGANIZATIONAL COMMITMENT: MODERASI PSYCHOLOGICAL OWNERSHIP
DOI:
https://doi.org/10.54314/jssr.v9i4.7161Keywords:
job crafting, , psychological ownership, organizational commitmentAbstract
This study aims to analyze the effect of job crafting on organizational commitment with psychological ownership as a moderating variable. The population of this study was 171 employees of the Riau Representative of the Supreme Audit Agency (BPK). The sample used was 118 people based on the table (Krejcie and Morgan,
1970). The verification analysis technique of this study was carried out using the Structural Equational Modeling (SEM) and Partial Least Square (PLS) statistical tests as analysis tools. The results showed that job crafting had a positive and significant effect on organizational commitment with a path coefficient of 0.394 (t = 5.948; p < 0.001). This indicates that employees who proactively adjust tasks, develop work methods according to their abilities, and interpret their work positively tend to have a higher level of commitment to the organization. Psychological ownership also had a positive and significant effect on organizational commitment with a coefficient of 0.627 (t = 10.580; p < 0.001). In addition, the interaction effect of job crafting × psychological ownership on organizational commitment is proven to be positive and significant with a coefficient of 0.078 (t = 2.057; p = 0.040), which indicates that psychological ownership strengthens the relationship between job crafting and organizational commitment. These results confirm that psychological ownership acts as a quasi-moderator, because it not only moderates the relationship between job crafting and organizational commitment, but also has a significant direct influence on organizational commitment. These findings indicate that increased organizational commitment can be achieved through the development of job crafting behavior supported by the formation of employee ownership of the organization.
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