Perceived Organizational Support, Well-being and Work

Engagement of Working Mother during Covid-19 Pandemic

Tuti Rahmi

and Hijriyati Cucuani

Faculty of Psychology and Health, Universitas Negeri Padang. Jl. Prof. Dr. Hamka, Air Tawar, Padang, Indonesia

Faculty of Psychology UIN Sultan Syarif Kasim Riau. Jl. H.R. Soebrantas KM. 15, Pekanbaru, Indonesia

Keywords: Working Mother, Perceived Organizational Support, Well-Being, Work Engagement.

Abstract: The study aims to study the model of perceived organizational support on work engagement mediated by the

well-being of working mothers during the covid-19 pandemic. The study approach is a cross-sectional

method. The data dissemination was spread online. The research respondents were mothers who worked as

government employees, totaling 83 people. Data analysis was analyzed by modeling structural equations with

SmartPLS v.3.3.3 software. The study shows a significant direct effect of perceived organizational support

on well-being and perceived organizational support on job involvement. However, well-being as a mediator

between perceived organizational support and work involvement of working mothers was not proven. Based

on the path coefficient, it can be concluded that perceived organizational support has a more substantial effect

on well-being than work engagement. This study shows that organizations must enhance the organizational

support perceived by their employees because it can affect their well-being and work engagement.

1 INTRODUCTION

The COVID-19 pandemic which was discovered in

Wuhan, China, At the end of 2019, suddenly spread

so indulgent that it tremendously changed the face of

the world. So many things have altered, including the

work environment. The spread of the virus was so

massive that the world must adjust rapidly to cope

with it. Many people died from the virus, so there

were restrictions and health protocols to deal with the

rapid transmission. Many things have been done to

reduce the transmission of this virus throughout the

world, including in Indonesia.

When the virus began to spread, Indonesia had

imposed large-scale social restrictions. Activities

initially supposed to be done outside the home finally

had to be completed at home. Most organizations

enforce limited working hours with a limited number

of people in the room. The situation has had a

considerable impact on many people, including

mothers who also work, and modifications to the

work system by implementing strict health protocols.

This study focuses on working mothers. Considering

they still have to work during the pandemic, work

https://orcid.org/0000-0002-2906-6623

https://orcid.org/0000-0001-5683-8812

methods have made working mothers experience

significant changes in their daily activities. Before the

pandemic, working mothers had assumed most of the

housework and childcare despite the increasing

participation of women in full-time work (Lyonette &

Crompton, 2015). Then with the increase in

responsibilities at work and at home due to the

pandemic, working mothers have experienced

physical and psychological stress; they also

experience higher burnout than men. (Aldossari &

Chaudhry, 2021). The results of another study

showed that working mothers showed the most

visible decrease in job satisfaction during the

pandemic compared to other groups due to changes in

the work system (Möhring et al., 2021)

Regarding the survey shown in table 1, several

stress indicators were found in working mothers

during the COVID-19 pandemic. A number of open-

ended questions were given to working mothers about

how they felt during the COVID-19 pandemic. Most

of them responded that they were frightened of

contracting the virus, feeling anxious, hampered, and

worried about activities carried out outside the home.

Working mothers are also concerned that their

Rahmi, T. and Cucuani, H.

Perceived Organizational Support, Well-being and Work Engagement of Working Mother during Covid-19 Pandemic.

DOI: 10.5220/0011094300003368

In Proceedings of the International Conference of Mental Health (Icometh 2021), pages 12-20

ISBN: 978-989-758-586-9

children's learning process is not optimal because

they cannot fully assist them. However, some say

they are relaxed enough by maintaining the best

possible health protocol. The following is a table of

symptoms experienced by working mothers during

the restrictions and implementation of the health

protocol.

Table 1: Psychological symptoms of Stress and Service to

be required.

Desription

n %

Sub

ective Unit Distress

Minimum-

Maximu

1-10

Ran

Avera

4.69 *2.18

Emotional s

toms of stress

ilant

19 23%

Anxious

12 14%

Tense/Stresse

10 12%

Scare

8 10%

Restricte

3 4%

cholo

ical Service Needs

Yes

17 20.5%

66 79.5%

Psychological Service Need to be Required (n

= 17)**

Face-to-face

individual

counselling

4 24%

Individual

counseling using

13 76%

Support group

using WhatsApp

group/telegra

4 24%

Individual

counseling by

Mobile Phone

5 29%

Individual

counseling by

3 18%

Online

discussion (1-2

hours) in sharing

sessions using

social media

Platfor

5 29%

*Standard Deviation

** Some respondents chose more one psychological

service nee

Facing a Pandemic situation, working mothers still

have to complete their tasks. They have to perform so

that the community's organization and government

agency services can still be provided. One of the

antecedence to predict high performance is work

engagement. Regarding the prior study, work

engagement shows a direct and positive relationship

with performance (Bakker & Demerouti, 2008).

Work engagement is an energetic and positive

working state designated by dedication, high

enthusiasm, and deep interest in work tasks. High

enthusiasm denotes a high level of energy and

resilience at work. Dedication refers to being fully

engaged in one's work and experiencing a substantial,

enthusiastic, and challenging experience. While a

deep interest in work states to high concentration and

a feeling of pleasure as if captivated by the work so

that time goes by so fast. (Schaufeli & Bakker, 2004).

Work engagement is different from job satisfaction.

Job satisfaction is a more passive form of employee

well-being. Work engagement is also different from

work-related flow, which refers to the length of

performance episodes indicated by the highest

achievement of a performance that can end in an hour

or less. Work engagement is also different from

motivation which refers more to dedication, so work

engagement is better at predicting performance

(Bakker, 2011).

Furthermore, there are four reasons why

employees who demonstrate high work engagement

show higher performance than those who do not.

First, employees with high work engagement often

feel affirmative emotions, including gratitude, joy,

and enthusiasm. These positive emotions will

influence thoughts and actions that motivate

employees to use their personal resources

continuously. Second, engaged employees look

healthier, so they can focus well and dedicate all their

skills and energy to work. Third, employees who

engage will create their own personal and work

resources. Fourth, they will permit their engagement

to others (Xanthopoulou et al., 2009).

Three aspects can indicate that employees are

engaged with their work: (Schaufeli & Bakker, 2004),

namely (1) Vigor, is an outpouring of energy and

mental strength during work and the courage to try

hard complete a job. (2) Dedication, indicated by a

powerful feeling of involvement when working.

Employees feel meaning, enthusiasm, pride,

inspiration, and challenge. (3) Absorption, indicated

by full concentration, pleasure, feeling captivated by

work, feeling time is running fast, and finding it

difficult to get away from work.

Perceived Organizational Support, Well-being and Work Engagement of Working Mother during Covid-19 Pandemic

Mothers work as individuals, have different

psychological dynamics than other employees in an

organization. As a mother, she has responsibilities for

her family and has the same duties and

responsibilities as her colleagues. Researching

working mothers as a typical subject is very

important. By examining specific psychological

dynamics, it will be able to determine what

antecedents cause the work engagement of working

mothers. For a working mother, support from the

organization is essential and picks many things. How

a person perceives organizational support for himself

is called perceived organizational support.

Employee's certainty that the organization where

they works appreciates their contribution and pays

attention to their well-being is a form of perceived

organizational support is an. In other words,

employees be certain of that the organization tenets

their offerings, extra efforts, and complaints. In

addition, the organization cares about the well-being

of employees. It notifies when work is not done well,

the organization is proud of the success of its

employees, and the organization cares about

employee satisfaction. (Rhoades & Eisenberger,

2002). Perceived organizational support is also the

overall view of employees about the degree to which

organizational values contribute to employee well-

being (Eisenberger et al., 1986).

The processes that underlie the association

between perceived organizational support and its

consequences are; First, regarding of the norm of

reciprocity, employees who receive organizational

support feel more indebted to repay what the

organization provides. Second, perceived

organizational support helps meet socio-emotional

needs such as respect and affiliation, prominent

organizational members and part standing to become

role of one's social identity, which contributes to one's

well-being. Third, perceived organizational support

helps regulate the organization's keenness to

recompense the efforts made (Rhoades &

Eisenberger, 2002).

When an employee has positive perceived

organizational support, he will try to repay it with

positive things so that perceived organizational

support in various studies is linked with many

outcomes such as Eisenberger & Stinglhamber (2011)

mentions in some researches that perceived

organizational support has an impact on well-being,

more positive orientation to the organization and

work and favorable outcomes for the organization.

Based on the literature review, it is also stated that the

result for an employee of perceived organizational

support is job satisfaction and also positive mood. As

for the organization, the outcomes shown are

affective commitment, performance, and reduced

withdrawal behavior.

Directly perceived organizational support also

directly influences work engagement as in a research

that purposes to see the effect of perceived

organizational support on work engagement in

parents who has children with special needs and

disabilities. This study proves that greater intensities

of supervisor and co-worker support positively

impact employee work engagement levels with

children with special needs and disabilities

(Stefanidis & Strogilos, 2020). Another study on 300

employees in the Service and production sector also

showed that perceived organizational support

contributed 33.8% to work engagement (Mufarrikhah

et al., 2020). In addition, research on 1894 people in

Germany, Indonesia, the Netherlands, Romania, and

South Africa showed the effect of perceived

organizational support on work engagement and well-

being. This study used the life satisfaction construct

as a proxy for the well-being variable. (Meyers et al.,

2019). Based on this, in the mother's study, perceived

organizational support is also thought to influence

work engagement.

The association between perceived organizational

support and work engagement is thought to be

mediated by well-being. The concept of well-being

used in this study is eudaimonic workplace well-

being, which is definite as an employee's subjective

appraisal of his ability to develop and function fully

in his work environment (Bartels et al., 2019). In an

organizational context, positive consequences of

employee well-being have acknowledged increasing

devotion (Wright & Cropanzano, 2000). Research

shows that well-being is a crutial antecedent to

maintainable employee performance and retention

(Avey et al., 2009). Well-being is also positively

related to social relationships (Diener & Seligman,

2002) and mental and physical function (Røysamb et

al., 2003). Employee well-being has significant

insinuations for individuals, organizations, and

society. Individuals with a higher sense of well-being

have tremendous accomplishment in life, better

health, grander career success, and better relations

with others. (Meldrum, 2013). Contained by

organizations, enlarged well-being between

employees has been related with higher customer

satisfaction (Moliner et al., 2008), greater

productivity, higher profitability, lower employee

turnover, and reduced absenteeism (Harter et al.,

2003). Based on this, it is necessary to consider the

positive things that result from an increase in well-

being at the individual and organizational level to

Icometh 2021 - International Conference of Mental Health

understand the community welfares from improving

well-being.

Well-being was considered a mediator between

perceived organizational support and work

engagement. This means that perceived

organizational support is the originator and influences

well-being, then well-being influences work

engagement. Based on this explanation, the aim of

this research is to see the direct effect of perceived

organizational support on well-being and work

engagement of working mothers and to see the

indirect effect of perceived organizational support on

work engagement of working mothers mediated by

well-being. So the research hypothesis is:

: There is no influence of perceived

organizational support on the well-being of working

mothers.

: There is no influence of perceived

organizational support on work engagement of

working mothers

: There is no influence of perceived

organizational support on work engagement of

working mothers mediated by well-being.

Based on this explanation, the research model is

shown in figure 1

Description:

POS : Perceived organizational support

WB : Well-being

WE : Work engagement

Figure 1: Path Model.

2 METHOD

This research uses cross sectional method. The

research population is working mothers as

government employees in West Sumatra, Indonesia.

The research subjects are women, are married and

have children, and work as civil servants in the

government environment. The processing of permits

until data collection is carried out for approximately

four months. Data collection is distributed online,

primarily through the General Section of each office,

which is carried out after obtaining a research permit

from the Office of National Unity and Politics of the

City Government. Researchers visited each City

Government Service office and submitted a link to fill

out an online questionnaire to the General Section of

each office.

Work engagement was measured using the

Indonesian version of the short version of the Utrecht

Work Engagement Scale (UWES), which consisted of

nine items. The UWES score ranges from 1-5 with the

answer choices being never to always. The Indonesian

version of UWES was adapted and validated by

Rahmadani, Schaufeli, Ivanova, & Osin (2019).

Meanwhile, the researchers adapted the survey of

perceived organizational support and the eudaimonic

workplace well-being scale from the original version.

Adaptation of measuring instruments Survey of

perceived organizational support (Eisenberger et al.,

1986) dan eudaimonic workplace well-being scale

(Bartels et al., 2019) begins by asking permission from

the original owner via email and has obtained

permission. Adaptation of measuring instruments is

done by doing forward and backward translation, then

the translated items are discussed with seven expert

teams consisting of linguists and psychologists. Then

the agreed-upon items were carried out in a pilot study

with ten respondents, so that some items were

readjusted to become final items ready to be used in

research.

The adaptation of the Indonesian version of the

Scale of Perceived Organizational Support (SPOS)

used in this study is a short version of 8 items that are

uni-dimensional with answer choices ranging from 1-

7 or from strongly disagree to agree strongly.

(Eisenberger et al., 1986). Meanwhile, the

measurement of well-being uses the Indonesian

version of the adaptation measurement tool from the

Eudaimonic Workplace Well-being Scale with answer

choices ranging from 1-5 or from strongly disagree to

agree strongly. (Bartels et al., 2019). The Eudaimonic

Workplace Well-being Scale consists of two

dimensions, namely the interpersonal dimension and

the intrapersonal dimension. Data analysis used

Structural Equation Modeling (SEM) with SmartPLS

v.3.3.3 software.

3 RESULT AND DISCUSSION

This study examines the model of perceived

organizational support on work engagement with

well-being as a mediator. Based on the SEM - PLS

analysis results, what is done first is to look at the

results of measurements on the outer model, which

shows the construct validity and reliability of the

Perceived Organizational Support, Well-being and Work Engagement of Working Mother during Covid-19 Pandemic

Table 2: AVE, Cronbach’s Alpha dan Composite Reliability.

Variable Cronbach Alpha rho_A CR AVE

Perceived Organizational

ort

0.904 0.901 0.923 0.599

Well-Being 0.801 0.802 0.909 0.834

Work Engagement 0.767 0.823 0.863 0.861

Figure 2: Outer Model.

research scale used. The construct validity consists of

convergent validity and discriminant validity.

In Figure 2 you can see the factor loading of each

variable that has met the requirements whose score

must be more than 0.7. There is one indicator that is

worth 0.688, but it is still acceptable because the AVE

and CR analysis results of this study have met the

requirements where, in table 2 it can be seen that the

AVE (Average Variance Extracted) of each variable

shows a value above 0.5.

Another outer model of the output issued by the

SEM-PLS is the reliability of the research scale. The

reliability of the study can be seen from Cronbach's

alpha and composite reliability with a value that must

be greater than 0.7. In table 2 it can be seen that

Cronbach alpha and composite reliability of each

research variable have met the reliability

requirements of the research scale used.

Hypothesis testing in this study ensures the direct

or indirect influence of the research variables

following the research objectives. The results of the

test can be seen in table 3. These results indicate a

significant effect of perceived organizational support

on well-being where the path coefficient is 0.488 with

a significance level of p = 0.000 (p <0.01). This

means that the null hypothesis of this study is

rejected. Furthermore, there is a significant effect of

perceived organizational support on work

engagement. The path coefficient is 0.436 with a

significance level of p = 0.000 (p < 0.01). The second

null hypothesis from this study was also rejected. In

addition, it is also seen that well-being has an effect

on the work engagement coefficient path of 0.002

with a significance level of p = 0.000 (p <0.01).

Table 3: Direct Effect.

Path

Original

Sample

Statistics

Values

Conclusions

POS-WB 0.488 5.985 0.000 Significant

POS-WE 0.436 3.822 0.001 Significant

WB-WE 0.429 1.982 0.002 Significant

The indirect effect can be seen in table 4. The

indirect impact between perceived organizational

support and work engagement mediated by well-

being is shown by the T Statistics value of 1.662 with

p = 0.097 (p>0.05), not significant, so the mediation

function of the variable well-being is not proven.

Table 4: Indirect Effect.

Path

Original

Sample

Statistics

P Values Conclusions

POS-

WB-WE

0.121 1.662 0.097

Not

Significant

Icometh 2021 - International Conference of Mental Health

The results of this study indicate that perceived

organizational support affects the well-being and

work engagement of working mothers during the

COVID-19 pandemic. A positive perception of the

organization's support impacts the well-being and

work engagement of mothers working during the

COVID-19 pandemic. This means that working

mothers positively perceive that the organization

shows concern for their well-being as part of the

organization. The organization cares about the effort

shown at work and feels that the organization pays

attention to their job satisfaction. The organization

appreciates the efforts of each of its members in

contributing to the running of the wheel.

Organization. This then affects the well-being and

work engagement of working mothers.

Well-being, which in this study uses the

eudaimonic workplace well-being construct, shows

interpersonal and intrapersonal dimensions to feel

well-being in his work environment. The

interpersonal dimension indicates the impact of social

interaction on an individual's capability to achieve

psychological prosperous (Bradbury & Lichtenstein,

2000; Diener et al., 2010). While the intrapersonal

dimension reveals internal feelings of significance

and meaning in the workplace through the actual

work itself or one's personal development as a

worker. (Bartels et al., 2019). This study proves

previous research showing that perceived

organizational support affects well-being (Gaëtane

Caesens et al., 2017; Eisenberger et al., 2020;

Kurtessis et al., 2017; Meyers et al., 2019). Another

study showed that perceived organizational support

was associated with three indicators of employee

weekly subjective well-being (i.e., increased weekly

positive impact on organization, reduced weekly

negative impact on organization and psychological

stress). (Gaëtane Caesens et al., 2016). Another study

on 513 managers in manufacturing companies in

India also showed that perceived organizational

support had an effect on psychological well-being

(Aggarwal-Gupta et al., 2010). Research conducted

on 220 frontline employees demonstrated that

employees' perceived organizational tolerance

positively affects their psychological well-being

through a significant sequential mediating effect of

perceived organizational support (Wang et al., 2020).

Another study conducted on 159 expatriates

representing 26 countries also showed that perceived

organizational support had an effect on well-being

(De Paul & Bikos, 2015).

The organizational support theory stated that

perceived organizational support shows how

employees value their contribution and pay attention

to what they need. (Eisenberger et al., 2020; Kurtessis

et al., 2017). Because perceived organizational

support creates a sense for employees to contribute to

organizational development (Eisenberger et al.,

1986). Employees who perceive positive support by

their organization will be obliged to interchange the

favorable action they receive by developing attitudes

and behaviors that benefit their organization.

(Rhoades & Eisenberger, 2002). Many previous

studies have shown positive consequences of positive

perceived organizational support on organizations

(e.g., increased affective commitment, trust, and

performance) and employees (such as job satisfaction

and reduced stress).(Eisenberger & Stinglhamber,

2011).

The positive influence of perceived

organizational support on work engagement (G.

Caesens & Stinglhamber, 2014; Imran et al., 2020;

Tan et al., 2020) is similarly comprehended in the

results of this study, which proves the previous study.

Previous research showed that perceived

organizational support as measured weekly positively

expects work engagement which is also measured

weekly (Gaëtane Caesens et al., 2016). The result is

in accordance with the Job Demand-Resource Model,

which states that job resources and organizational

support affect work engagement. Job resources are

the main predictors of work engagement, the

resources obtained from these job resources are

needed when job demands are high (Bakker, 2011;

Bakker & Demerouti, 2008). Other research also

shows that supervisor support is essential as part of

job resources that help overcome barriers to high job

demands (Bakker et al., 2007). Other studies have

shown that job resources predict work engagement

better than job demands (Mauno et al., 2007), which

means that working mothers' perceived

organizational support is very much needed during

the covid-19 pandemic.

Based on positive perception of organization, it

impacts well-being as indicated by the subjective

evaluation of an employee on his ability to develop

and function optimally in his work environment. His

interpersonal and intrapersonal skills can be seen in

the work context and work engagement of working

mothers, which is shown with enthusiasm and

dedication. And deep involvement in the work being

done. In addition, this study also resulted in the R2 of

perceived organizational support in the well-being of

this study being 0.229, meaning that perceived

organizational support affected work engagement by

22.9%. Meanwhile, R2 on work engagement is 0.342,

which means that perceived organizational support

and well-being together affect work engagement of

Perceived Organizational Support, Well-being and Work Engagement of Working Mother during Covid-19 Pandemic

34.2%. Based on this, it is estimated that other

variables of 65.8% affect work engagement. Based on

this research, it is known that both perceived

organization support and well-being affect work

engagement. However, well-being is not proven to

play a significant role as a mediator.

4 CONCLUSIONS

Regarding the results of this research, an organization

needs to take note of its employees' perceived

organizational support. The results exhibited that

perceived organizational support directly and

significantly affected well-being and work

engagement. Although the working mother seems to

be anxious and tense during the COVID-19

pandemic, a positive perception of organizational

support indicates that it helps them cope with the

psychological issues. The organization cares about

well-being and appreciates the efforts made by its

employees to carry out their duties.

Furthermore, regarding the findings,

organizations can also carry out activities that can

increase the perceived organizational support of

working mothers during this pandemic so that well-

being and work engagement can also improve.

Activities that can reduce anxiety and tension when

doing work as a form of concern for members of the

organization, either directly in counseling or through

social media, as previously described. On the other

hand, the results also show that the mediator variable,

namely well-being, is not proven to mediate the

consequence of perceived organizational support and

work engagement.

This study has several limitations, where the

mediator variable in this study is not proven, so a

further literature review can be carried out to find

variables that mediate perceived organizational

support on work engagement, especially in working

mothers. Then, other variables that are estimated to

impact work engagement can be added. In addition,

another limitation is that research uses a

psychological scale in the form of a self-report in its

measurement. For further study, more objective

measures can be used, for example, by ratings made

by superiors or co-workers with visible behavior so

that the behavior of the measurement results can be

compared with each other.

ACKNOWLEDGEMENTS

Thank you to my beloved husband, Uda Raymond,

who has helped the process of collecting data for this

research during the pandemic. Thank you to the

government of Bukittinggi, West Sumatra, Indonesia,

for granting permission and Mbak Lia, who helped in

the initial processing of this research permit.

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