The influence of perceived organizational support and self-efficacy on employee engagement in padang lawas police department

Abstract

The aim of this study is to examine the effect of perceived organizational support and self-efficacy on employee engagement among personnel at the Padang Lawas Police Department (Polres Padang Lawas). This study employs an explanatory quantitative cross-sectional design using linear regression analysis to investigate the extent to which perceived organizational support and self-efficacy predict variations in employee engagement among personnel at the Padang Lawas Police Department (Polres Padang Lawas). A total of 212 respondents participated in this study, consisting of individuals aged 21–30 years (3%), 31–40 years (49%), and 41–50 years (48%). The majority of respondents held the rank of Bripda (30.6%), followed by Aipda (14.5%), with the remaining participants distributed across other police ranks. The research instruments used included the Perceived Organizational Support Scale, the Self-Efficacy Scale, and the Employee Engagement Scale. Data were analyzed using regression analysis with a significance level of α = 0.05. The results indicate that both perceived organizational support and self-efficacy positively influence employee engagement, as reflected in the regression equation: Employee Engagement = 25.370 + (POS × 0.289) + (SE × 1.428) with R2 0,42 and P value 0,000 indicating that all coefficients operate in the positive direction. However, this study is limited by its cross-sectional design, which restricts causal interpretation. Practically, the findings highlight the need for police organizations to strengthen support systems and develop targeted self-efficacy enhancement programs such as structured feedback, mentoring, and competency based training to improve engagement among personnel