The Effect of Social Support and Resilience on Extra Role Behavior

Through Work Engagement in Generation Z

Daryanto, Harya Kuncara Wiralaga and Budi Santoso

Universitas Negeri Jakarta, Indonesia

Keywords: Extra Role Behavior, Social Support, Work Engagement, Resilience.

Abstract: This study aims to determine the effect of social support and resilience on extra-role behavior through work

engagement in Generation Z at the Central Statistics Agency. This study uses a quantitative approach with a

survey model, to explain the effect of social support and resilience, and work engagement on Extra Role

Behavior, with the research object of Generation Z at the Central Statistics Agency. The number of

respondents as many as 288 respondents, who met the requirements and in accordance with the research

objectives, examined the behavior of Generation Z with a population spread in big cities in Indonesia, who

were relatively new to the world of work, the age of respondents was around the age of 21-25 years. Sampling

was carried out randomly and data analysis was conducted using the PLS Structure Equation Model (SEM).

The results showed that social support had a positive effect on extra-role behavior through work engagement;

resilience also has a positive impact on extra-role behavior through work engagement; and work engagement

has a direct positive effect on extra-role behavior. This study opens a study for further research on social

support and other variables that are thought to affect extra-role behavior in Generation Z.

1 INTRODUCTION

Basically, the organization must be able to direct

employees in accordance with job demands, namely

in the form of mental demands and job demands

which are expected to be able to have not only

adequate performance but must perform

extraordinarily, who can work beyond the demands

of their work, or at least have extra-role behavior.

Extra-role behaviors often include employee actions

that assist other group members and increase the flow

of information among coworkers, assist in the

development of interpersonal relationships, and

encourage an atmosphere of teamwork and

cooperation (O'Bannon & Pearce, 1999). Katz studied

and identified three main types of behavior that have

a core effect on the effective operation of an

organization, namely whether people will enter the

organization and maintain their identity as members

of the organization. Second, organizational members

must meet specific requirements for a role in an

interdependent system. Third, organizational

members will spontaneously produce many actions

other than the required role. Katz points out that an

organization that only relies on the behavior required

by the job description is a very fragile social system

(Zhu, Lam, & Lai, 2019). It becomes even more

interesting to study whether Generation Z, which has

its own characteristics, will be the same in responding

to various variables or factors that influence their

extra-role behavior, as stated by Katz.

Bakker & Demerouti, made a model known as

The JD-R Model of Work Engagement (A.B Bakker

& Demerouti, 2007), made a model on work

engagement. The JD-R model explains the factors

that influence work engagement, namely job

resources which refer to the physical, social, and

organizational aspects of work that allow individuals

to reduce demands, achieve work targets, and

stimulate personal growth and development. Another

factor is personal resources which refer to aspects that

are within the employees themselves, which include

optimism, self-efficacy, and resilience.

The problem of human resource management

(HRM) in organizations in general is how human

resources as capital can contribute beyond the

demands of work (Avey, et al, 2011; Knies, &

Leisink, 2014; Chams, & García 2019; Doz, 2020),

but require extra-role behaviors that often work

beyond their responsibilities (Pham et al, 2019; Zhao

& Zhou, 2021; Anwar et al, 2020). Extra-role

behavior as a discretionary matter is related to

264

Daryanto, ., Wiralaga, H. and Santoso, B.

The Effect of Social Support and Resilience on Extra Role Behavior Through Work Engagement in Generation Z.

DOI: 10.5220/0011979700003582

In Proceedings of the 3rd International Seminar and Call for Paper (ISCP) UTA â

Z45 Jakarta (ISCP UTA’45 Jakarta 2022), pages 264-274

ISBN: 978-989-758-654-5; ISSN: 2828-853X

 2023 by SCITEPRESS – Science and Technology Publications, Lda. Under CC license (CC BY-NC-ND 4.0)

employee behavior, because it is outside the

obligations included in the formal employment

contract (Reychav & Sharkie, 2010). This is behavior

that is likely to contribute positively to the

advancement of the interests of the organization.

Performance can only be improved if employees are

ready to 'go the extra mile' or behave in an extra role

(Knies and Leisink, 2014; Garay, 2006). People who

want to work more than their work demands will

produce extra-role performance. Several studies on

extra-role performance revealed that the impact of the

extra-role performance was able to increase the

effectiveness and success of the organization, for

example making low operating costs, faster work

completion times, and optimal use of resources (V.

Garay, 2006).

Generation Z, which is the unit observation of this

research, as a unique digital native generation, is now

entering the workplace. Studies on the characteristics

of Generation Z are mostly carried out by scholars

(Gargi & Maitri, 2015; Chicca, & Shellenbarger,

2018; Goh & Lee, 2018; Iftode, 2019; Chomątowska

et al, 2022). Understanding the workforce of

Generation Z is very important as an empirical study

of previous generations such as Baby-boomers,

Generation X, and Generation Y or millennials

(Twenge, 2010; Goh, & Lee, 2018; Jung, et al, 2021).

Generation theory assumes that we can generalize the

existence of group differences to an average level in

each generation to gain a better understanding of the

prototypical profile and characteristics of the

individual, as a theoretical framework for screening

and uncovering Generation Z perceptions (Twenge et

al., 2010; Goh). & Lee, 2018).

As a young generation born between 1997-2012,

Generasi Z has the characteristics of being dynamic,

versatile, creative, and innovative, full of energy and

enthusiasm. As a result of exposure to electronic

media, Generation Z has made Generation Z more

competent, likes to experiment and explore, and even

dares to take risks (Gargi & Maitri, 2015). At this

time, in the labor market, there are employees from

Gen Z, therefore it is important to investigate the

demands, expectations, values, and preferences of

this prospective workforce (Jerome, et al, 2014;

Anderson et al, 2017). Each generation has different

workplace preferences. Therefore, it is important for

human resource managers (HRM) to understand the

differences between each generation to be able to

attract them (Jerome, et al, 2014; Singh & Dangmei,

2016). A company is required to develop a good

impression as an attractive employer for its

employees (Vahlström, et al. 2022). Generation Z is

different from the previous generation. It should be

noted that in Generation Z there is a difference

between what they declare and what they need. The

paradox is that there is an opportunity for Generation

Z to change their workplace, but most of them are also

looking for security in their work (Chomątowska, et

al, 2022).

In today's work environment, four generations

coexist, with Generation Z as the newest generation.

Every generation group, Baby Boomers, Generation

X, Millennials, and now Human resources are the

most valuable assets and organizational performance

depends on capturing, developing, and exploiting

explicit and implicit knowledge that exists within the

organization (Reychav, I. and Sharkie, R. 2010). Each

generation has unique motivations and needs, which

have an impact on tenure and employee turnover

(Hardin, R. M. 2020). The problem of HRM in

organizations in general is how human resources as

capital can contribute not only according to the

demands of the job (Avey, et al, 2011; Knies, &

Leisink, 2014; Chams, & García 2019; Doz, 2020),

but require extra-role behaviors that often work

beyond their responsibilities (Pham et al, 2019; Zhao

& Zhou, 2021; Anwar et al, 2020). Extra-role

behavior as a discretionary matter is related to

employee behavior, because it is outside the

obligations included in the formal employment

contract (Reychav & Sharkie, 2010). This is behavior

that is likely to contribute positively to the

advancement of the interests of the organization.

Performance can only be improved if employees are

ready to 'go the extra mile' or behave in an extra role

(Knies and Leisink, 2014; Garay, 2006).

The characteristics of Generation Z who are more

familiar with the internet (Gargi & Maitri, 2015),

prefer to spend their time in front of a gadget or

computer screen, as if working does not require social

support representing job resources and resilience

aspects representing personal resources (Baker and

Demerouti, 2007). ). This study offers insight into at

least three points. First, it provides theoretical insight

into the extra-role behavior (Knies and Leisink, 2014)

of Generation Z, with various predictors of social

support, resilience, and work engagement. Second,

our study offers a unique insight because the research

respondents are Generation Z workers. Third, our

study also provides practical recommendations to

HRM practitioners in dealing with Generation Z

employees.

The Effect of Social Support and Resilience on Extra Role Behavior Through Work Engagement in Generation Z

265

2 LITERATURE REVIEW

2.1 Extra Role Behavior

Tyler and Dümbgen (2009) in their paper explain the

various understandings and results of research on

extra-role behavior that extra-role behavior requires

greater effort and has a wider variety of determinants.

Podsakoff et al. (2013) than many group behaviors

tested in previous social identity research. Because of

its discretionary nature, extra-role behavior may be

very open to being influenced by intrinsic motivators

as the identity of the person concerned (Dick, Rolf &

Haslam, Alex & Tyler, Tom & Blader, 2001). In

addition, of the studies listed above, which examined

the most conceptually similar behavior to extra-role

behavior, some experimental studies may not

replicate the real world (e.g., Karau & Williams,

1993; Worchel et al., 1998). ), and others are field

studies that rely on self-report measures or employee-

specific samples (Bartel, 2001; Dukerich, Golden, &

Shortell, 2002; Olkkonen & Lipponen, 2006; T. R.

Tyler & Blader, 2000; Van Knippenberg & Van

Schie, 2000).

Extra role behavior is a positive behavior of

employees towards work, organization, and work

environment. As a series of dynamic reactions of

employees, as members of the organization to various

stimuli from the internal and external environment

which according to Podsakoff et al, (2013) is

indicated by the indicators: a. Altruism (behavior of

helping others); b. Conscientiousness (accuracy and

prudence or discipline); c. Sportsmanship

(sportsmanlike behavior); d. Countesy (maintaining

good relations); and e. Civic virtue (wisdom of

workers). As a discretionary behavior, where people

work beyond their demands (Reychav & Sharkie,

2010). Extra-role behavior becomes very important in

the management of human resources in organizations

(Ocampo, et al, 2018; Tagliabue, et al, 2020, Tefera,

& Hunsaker, 2020).

2.2 Social Support for Work

Engagement

Work engagement is defined as a positive, satisfying,

work-related state of mind characterized by vigor,

dedication, and absorption (W. Schaufeli et al., 2002).

Work engagement is believed to be able to encourage

employees to work better in the organization. Work

engagement is considered the focal point of talent

management in retaining employees (Christensen

Hughes and Rog 2008) while, more importantly,

ensuring organizational sustainability and success

(Shuck and Herd 2012). The JD-R Model explains the

factors that influence work engagement, namely job

resources which refer to the physical, social and

organizational aspects of work that enable individuals

to reduce job demands, achieve job targets, and

stimulate personal growth and development. Another

factor is personal resources which refer to aspects that

are in the employees themselves which include

optimism, self-efficacy, and resilience (Bakker &

Demerouti, 2007). The influence of two factors that

affect work engagement which include aspects of

pressure from work, physical, mental and emotional

demands, and others. The strength and weakness of

work attachments will have a direct effect on

performance, where performance can only match the

demands of the job (in role); above the demands of

work (extra role), and creativity.

Social support is one of the variables that can

increase the level of employee engagement. Social

support is defined as the provision of physical,

emotional, informational, and instrumental assistance

that a person feels from his or her social network

(Cobb, 1976; Luet al., 2015). Social support includes

many kinds of social, such as interaction with spouse,

extended family, friends, and other people (Siklos &

Kerns, 2006).

Theoretically, social support can increase

employees' willingness in their efforts to complete

work tasks by fostering their work environment (W.

Schaufeli et al., 2009). Thus, through social support,

greater fulfillment of employees' needs for

competence and autonomy will be achieved (Chirkov

et al., 2003). In various studies, there is a relationship

between social support and work engagement

(Cureton, 2014; Hengel et al., 2012; Nasurdin et al.,

2018; Wiese, 2017). Great support from superiors,

coworkers will make employees bound in their work.

Thus, it can be hypothesized that social support has a

positive effect on work engagement

H1: Social support has a positive effect on work

engagement.

2.3 Work Engagement on Extra-Role

Behavior

Katz points out that organizations that rely solely on

the behaviors required by job descriptions are very

fragile social systems. Then it takes members who

behave extra role. Extra-role behaviors often include

employee actions that assist other group members and

increase the flow of information among coworkers,

assist in the development of interpersonal

relationships, and encourage an atmosphere of

teamwork and cooperation (O'Bannon & Pearce,

ISCP UTA’45 Jakarta 2022 - International Seminar and Call for Paper Universitas 17 Agustus 1945 Jakarta

266

1999). Employees who can behave in extra roles will

be reflected in performance that exceeds the demands

of their work, or will result in extra-role performance.

Work engagement is believed to be able to encourage

employees to work better in the organization. Work

engagement is considered to be the focal point of

talent management in retaining employees (Hughes &

Rog, 2008) while, more importantly, ensuring

organizational sustainability and success (Shuck &

Herd, 2012).

Work engagement is defined as a positive,

satisfying, work-related state of mind characterized

by vigor (vigor), dedication, and absorption

(Schaufeli et al., 2002). Absorption is characterized

by being completely concentrated and happily

engrossed in one's work, in which time passes quickly

and one has difficulty disengaging from work (see

also, Schaufeli and Bakker, 2004).

Various studies on work engagement show that

this variable can positively influence extra-role

behavior. Such research (Arnold B Bakker &

Demerouti, 2007; W. Schaufeli et al., 2002; Tang,

Wei, Snape, & Ng, 2015). Thus, it can be

hypothesized that work engagement has a positive

effect on extra-role behavior.

H2: Work engagement has a positive effect on

extra-role behavior through work engagement.

2.4 Social Support for Extra-Role

Behavior through Work

Engagement

From the description above with the assumption of

Hypothesis 1, there is a relationship between Social

support and work engagement (Cureton, 2014;

Hengel et al., 2012; Nasurdin et al., 2018; Wiese,

2017). It shows that Social support has a positive

effect on work. Engagement, as well as Hypothesis 2,

Work engagement has a positive effect on extra-role

behavior. Various studies on work engagement show

that this variable can positively influence extra-role

behavior. As research (Arnold B Bakker &

Demerouti, 2007; W. Schaufeli et al., 2002; Tang,

Wei, Snape, & Ng, 2015) Thus it can be hypothesized

that work engagement can mediate the effect of social

support on extra-role behavior. This is also reinforced

by the results of research by Baker and Demouriti

(2015).

H3: Social support has a positive effect on extra-

role behavior through work engagement.

2.5 Resilience to Work Engagement

Referring to the JD-R Model Baker and Demerouti,

work engagement is formed or influenced by personal

factors or personal resources which refer to aspects

that are in the employees themselves, which include

optimism, self-efficacy, and resilience. On the other

hand, job engagement must be shaped by job

resources that refer to the physical, social, and

organizational aspects of work that enable individuals

to reduce job demands, achieve job targets, and

stimulate personal growth and development. Both

aspects of personal resources and job resources show

a positive influence on work engagement. That is, if

these two aspects increase, it can increase employee

work engagement. Where work engagement is

defined as a positive, satisfying, work-related state of

mind characterized by vigor, dedication, and

absorption (Salmela-Aro & Upadyaya, 2018; W.

Schaufeli et al., 2002).

One of the factors or components of personal

resources is resilience. The resilience factor as a

predictor of work engagement, is defined as the

ability to survive or overcome difficulties from

unpleasant situations and successfully adapt to

change and uncertainty (McEwen, 2011). So

important is the resilience factor, in 2016 the

European Union has raised resilience as one of the

five guiding principles for the role of the European

Union in the world (Tocci, 2020). Various studies

have stated that the resilience variable has a

relationship with one's work engagement and can

have a positive influence on work engagement.

Several studies have shown a relationship between

employee resilience and work engagement

(Kašpárková et al., 2018; Li et al., 2020; Z. Wang et

al., 2017). Thus, it can be hypothesized that resilience

has a positive effect on work engagement.

H4: Resilience has a positive effect on work

engagement.

2.6 Social Support for Extra-Role

Behavior through Work

Engagement

From the description above, assuming Hypothesis 4,

it shows that resilience has a positive effect on work

engagement. Several studies have also shown a

relationship between employee resilience and work

engagement, such as the results of research

(Kašpárková et al., 2018; Li et al., 2020; Z. Wang et

al., 2017). Similarly, the assumption of Hypothesis 2,

that work engagement has a positive effect on extra-

role behavior. (Arnold B Bakker & Demerouti, 2007;

The Effect of Social Support and Resilience on Extra Role Behavior Through Work Engagement in Generation Z

267

W. Schaufeli et al., 2002; Tang, Wei, Snape, & Ng,

2015) Thus, it can be hypothesized that work

engagement can mediate the effect of resilience on

extra-role behavior.

H5: Resilience affects extra-role behavior through

work engagement.

3 METHOD

3.1 Sample and Data Collection

This study uses a quantitative approach with a survey

model, to explain the effect of Social Support (X1),

Resilience (X2), and work engagement (X3) on Extra

Role Behavior (Y), using a sample of Generation Z.

(see figure 1).

Figure 1. Research Model.

The number of samples as many as 288 employees

who meet the requirements and in accordance with

the research objectives examine the behavior of

Generation Z with a population spread across big

cities in Indonesia, who are relatively new to the

world of work. The age of the respondents is around

the age of 21 to 25 years, this is according to the

reference of Generation Z, born 1996-2009

(Codrington & Sue Grant-Marshall, 2004). This

research was conducted in the period April-May

2022. Sampling was carried out randomly.

Respondents involved in this study were voluntary,

without threats and coercion. The complete data on

the demographics and characteristics of the

respondents in this study can be seen in table 1.

Furthermore, our study instrument was adopted

from a number of literatures, data were collected by

questionnaire, where the questionnaire items were

compiled by adopting previous instruments, such as,

extra-role behavior (Podsakoff et al, 2013), with

indicators, Altruism, Conscientiousness,

Sportsmanship, Courtesy, and Civic virtue, (14

items). Work engagement adopts the concept of

Schaufeli & Bakker (2003) with indicators of vigor,

dedication, and absorption (6 items); Social Support

adopted the instrument (Susskind, 2007; Cureton,

2014; Liu et al, 2018) with the number of instruments

(6 items). Resilience adopted the instrument

(Wagnild & Collins, 2009), with a total of 8

questions.

Furthermore, using a Likert scale to represent

responses from respondents, where 1 represents

“Strongly Disagree (STS)”, 2 represents “Disagree

(TS)”, 3 represents “Neutral (N)”, 4 represents

“Agree (S)”. ), and 5 represents Strongly Agree (SS)”.

The research instrument has been validated by the

ethics committee of the Faculty of Economics, State

University of Jakarta.

3.2 Measurement and Structural

Model

The analysis technique in this study uses SEM-PLS,

using PLS 3.2 software. In addition to testing the

hypotheses built, this study also uses multi-group

analysis, which is facilitated by the PLS software

program. The aim is to test whether the research

model built answers hypothesis 5, where the research

model has differences between groups of male and

female respondents.

The evaluation was carried out on the outer model

and inner model, where the research used SEM-PLS.

The basic reason for using the SEM-PLS method is

because it has advantages where the previous theory

has not been strongly validated. The main objective

of this study is to explain the variance in the

dependent construct but also to test the data based on

the measurement model (Hair et al., 2017). PLS can

be a multivariate estimation method that can be used

to describe the simultaneous linear relationship

between the variables studied in this study.

There are two main criteria used in the analysis of

this measurement model including: validity and

reliability (Hair et al., 2014). The first step in

evaluating the external model in PLS analysis is

testing to ensure that the instrument used is valid and

reliable. Cronbach Alpha or Construct Reliability

(CR) is a reinforcement of construction reliability

(Hair et al., 2014), where a score that exceeds 0.7

indicates good construction reliability. There are two

types of validity tests carried out, namely the

convergent validity test and the discriminant validity

test. To assess the structural model, there are several

Social

Resili

Work Extra

ISCP UTA’45 Jakarta 2022 - International Seminar and Call for Paper Universitas 17 Agustus 1945 Jakarta

268

steps, namely 1) collinearity test, 2) assessing path

coefficients, and 3) assessing Goodness of Fit (Hu

and Bentler, 1999; Hair et al., 2014).

4 DATA ANALYSIS AND

RESULTS

4.1 Characteristics of Respondents

Table 1 informs that the respondents in this study are

relatively balanced between men and women, which

are 45.00 percent and 55.00 percent, respectively.

Furthermore, in terms of age, according to the target

of Generation Z respondents, aged 21 to 25 years. In

terms of education, the majority of respondents in this

study have Diploma IV (97.00 percent) and S1 (3.00

percent) education. Complete information related to

the characteristics of respondents can be seen in table

Table 1: Characteristics of Respondents.

Profile Category Amount Percentage

Gender

Man 131 45%

Woman 157 55%

Age

21 years old 1 0,3%

22 years old 3 1,0%

23 years old 43 14,9%

24 years old 97 33,7%

25 years old 144 50,0%

Education

Diploma III 20 7%

Diploma IV 259 90%

Strata 1 9 3%

4.2 The Outer Model Evaluation

The first estimate is convergent validity using AVE

(Average Variance Extracted), where the size must be

higher than 0.5. The results of the AVE measurement

can be seen in table 2. Furthermore, as shown in Table

2, the value of Construct Reliability (CR) for each

construct ranges from 0.814-0.912, exceeding 0.7 as

the limit value to achieve construct reliability criteria

(Hair et al. ., 2014). Thus, all tested variables meet

construct reliability.

The discriminant calculation can also be seen in

table 3, using the Fornell-Larcker Criterion as a

measure of discriminant validity. The test results for

each variable (table 3) show that the value of each

variable exceeds the value of the other variables so

that it has reached discriminant validity. Furthermore,

the correlation matrix in table 4 provides the main

support for the hypothesis and confirms the predicted

relationship.

Table 2: The result of outer model calculation.

Construct Item Loading α C.R AVE

Social

ort

X31 0.799 0.813 0.876 0.639

X32 0.829

X33 0.756

X34 0.811

Recilience

X11 0.802 0.663 0.815 0.595

X12 0.765

X13 0.747

Work

ement

X21 0.798 0.879 0.912 0.674

X23 0.836

X24 0.779

X25 0.841

X26 0.848

Extra role

ehavio

Y12 0.798 0.659 0.814 0.594

Y14 0.809

Y4 0.700

Table 3: Discriminant validity.

Extra

Role

Behavior

Resilie

nce

Social

Suppor

Work

engagem

ent

Extra Role

Behavior

0.771

Resilience 0.397 0.771

Social

Support

0.162 0.428 0.799

Work

ement

0.359 0.734 0.505 0.821

Furthermore, collinearity can be seen in the

Variance Inflation Factor (VIF) table 4. Where it does

not have a value higher than 5.00 (Hair et al., 2014).

The test results show that the VIF range is in the value

of 1,224 - 2,400, meaning that there is no collinearity.

The Effect of Social Support and Resilience on Extra Role Behavior Through Work Engagement in Generation Z

269

Table 4: Collinearity Statistics inner (VIF).

Extra

Role

Beha

vior

Resi

lien

Social

Suppor

Work

Engage

ment

Extra Role

Behavior

Resilience 2.188 1.224

Social

Support

1.355 1.224

Work

Engagemen

2.400

4.3 Inner Model Assessment

The measurement model shows adequate convergent

validity and discriminant validity. Therefore, the next

step in PLS analysis is to develop an inner model that

can be used to assess the relationship between

constructs. All data were run using 500 bootstrap

samples through 130 cases. Path coefficients are also

used to evaluate the inner model. By using the

bootstrap resampling procedure. This is a non-

parametric approach used to estimate the accuracy of

SEM-PLS estimation. Table 5 and Figure 2 show the

inner model testing in which the results contained 5

acceptable hypotheses, by looking at the results: t-

value > 1.645 (one-tailed test), p < 0.05

Table 5. Coefficient test and hypothesis testing.

Original

Sample (O)

Statistic

Value

Decision

H1. Social

Support ->

Work

ement

0.234 5.427 0.000 Approved

H2. Work

engagement ->

Extra Role

Behavio

0.167 1.832 0.034 Approved

H3. Resilience

-> Work

ement

0.634 15.064 0.000 Approved

H4. Social

support ->

Work

engagement ->

Perilaku peran

ekstra

0.106 1.777 0.038

Approved

H5. Resilience

-> Work

engagement ->

Perilaku peran

ekstra

0.039 1.727 0.042

Approved

Source: own elaboration by Authors.

Figure 2. The Result SEM Analysis.

5 DISCUSSION

5.1 Social Support for Work

Engagement

Social support is defined as both moral and material

support given to employees by superiors, the

environment, and coworkers that make employees

more comfortable at work. The impact of social

support will certainly have a positive impact on

employees. Descriptively, the social support

perceived or perceived by respondents in this study,

shows a high average number of 3.53, where the

highest average value is in the statement item, "My

colleagues help if I get into trouble" with an average

value of 3 ,97. Descriptive data on work engagement

shows that the overall average score of work

engagement is 3.45, which is included in the high

category. The highest score is in the statement; I work

wholeheartedly with a score of 3.75 and the next

highest on the statement: I am proud of my work with

a score of 3.58.

Theoretically, social support positively predicts

employee engagement which has been established by

a large number of previous empirical findings

(Hakanen et al., 2006; Korunka et al., 2009; Llorens

et al., 2006). On the one hand, social support

increases the willingness of employees in their efforts

to complete work tasks by fostering a work

environment (W. Schaufeli et al., 2009).

Social support is one of the variables that can

increase the level of employee work engagement.

Social support is defined as the provision of physical,

emotional, informational, and instrumental assistance

that a person feels from his or her social network

(Cobb, 1976; Luet al., 2015). Social support includes

many kinds of social, such as interaction with spouse,

extended family, friends, and other people (Siklos &

Kerns, 2006).

Social support positively predicts employee

engagement, which has been confirmed by a large

number of previous empirical findings (Hakanen,

ISCP UTA’45 Jakarta 2022 - International Seminar and Call for Paper Universitas 17 Agustus 1945 Jakarta

270

Bakker, Schaufeli, 2006). Liorens, S.; Bakker, A.B.;

Schaufeli, W.; Salanova, M. 2006) (Korunka, C.;

Kubicek, B.; Schaufeli, W.B.; Hoonakker, 2009). On

the one hand, social support increases employees'

willingness in their efforts to complete work tasks by

fostering a work environment (Schaufeli, W.B.;

Bakker, A.B.; Van Rhene, W. 2009). Social support

does not mean only consisting of support in the form

of physical goods (instrumental function) that other

individuals in the organization provide to employees,

but also the emotional characteristics of relationships

between parties in the workplace that function

effectively (Chirkov, V.; Ryan, R.M.; Kim , Y.;

Kaplan, 2003). Theoretically, social support can

increase employees' willingness in their efforts to

complete work tasks by fostering their work

environment (W. B. Schaufeli et al., 2009).

The results of statistical tests, show that Social

support is defined as the provision of physical,

emotional, informational, and instrumental assistance

that is felt by someone from their social network

(Cobb, 1976; Luet al., 2015), has a positive and

significant effect on work engagement. This means

that every increase in social support for respondents

will increase the work engagement of respondents.

These results strengthen the findings, (W. Schaufeli

et al., 2009, Cureton, 2014; Hengel et al., 2012;

Nasurdin et al., 2018; Wiese, 2017).

These results indicate that the role of Social

support as a predictor, the results are significantly

needed to increase work engagement, as a very

important thing which indicates that respondents as

employees are fully concentrated and happily

engrossed in work, feel time passes quickly, and have

difficulty getting away from work. (Cureton, 2014).

A person's engagement with his job as a motivational

pathway has received wider attention in recent years,

because of its capacity to increase employee intrinsic

and extrinsic motivation, in the form of work

involvement that can improve performance (Fernet,

Austin, & Vallerand, 2012). Schaufeli also says that

work engagement is a relatively enduring state of

mind but can fluctuate over time (Schaufeli et al.,

2002). This of course has a beneficial effect on

employees and the organization, as it is positively

related to employee job satisfaction (Bresó et al.,

2011; Saks, 2019), health (Bresó et al., 2011),

organizational commitment (Saks, 2019), and task

and performance contextual (Arnold B. Bakker &

Demerouti, 2007; Christian et al., 2011) and

negatively related to employee turnover (Saks, 2019).

The results of this study in addition to confirming

previous research, these results can show that social

support is very necessary to increase work

engagement to maintain the conditions of work

engagement which is very necessary for

organizations.

5.2 Work Engagement on Extra-Role

Behavior

Work engagement is defined as a positive, satisfying,

work-related state of mind characterized by

enthusiasm, dedication, and absorption (W. B.

Schaufeli, Bakker, & Salanova, 2006). Work

engagement refers to “a state of positive, persistent,

positive, affective fulfillment of motivation”

(Maslach, Schaufeli, & Leiter, 2001) characterized by

absorption, dedication, and enthusiasm (W.

Schaufeli, Salanova, González-romá, & Bakker,

2002).

In this study, work engagement is placed as a

predictor variable of extra-role behavior. In addition,

referring to the research model, work engagement is

an intervening or mediating variable. As is known,

referring to descriptive data from research results, for

work engagement, respondents answered with a high

average, as well as for extra-role behavior. The results

of statistical hypothesis testing show that work

engagement has a positive effect on extra-role

behavior. This means that every increase in work

engagement will increase extra-role behavior. The

results of this study indicate that the results are still

the same as previous studies or confirm previous

studies (Arnold B. Bakker & Demerouti, 2007; W.

Schaufeli et al., 2002; Tang, Wei, Snape, & Ng,

2015).

Schaufeli et al. (2008) asserted that work

engagement explicitly conceptualizes employee

involvement as a form of welfare. So that maintaining

and increasing employee work engagement is

important and necessary to encourage employees to

work beyond the demands of their work.

5.3 Resilience to Work Engagement

The concept of resilience has been discussed many

years ago as a personality trait associated with

adaptability and coping (Block, 1961). When applied

in the workplace, Resilience is defined as "a positive

psychological capacity to recover, to 'bounce back'

from adversity, uncertainty, conflict, failure, or even

positive change, progress, and increased

responsibility" (Luthans, 2002, p. 702) . Resilience is

a person's dynamic process that involves the role of

individual and social or environmental factors in the

workplace, which reflects a person's strength and

resilience to face stressful difficult situations and rise

The Effect of Social Support and Resilience on Extra Role Behavior Through Work Engagement in Generation Z

271

from negative emotional experiences when facing

difficult situations. In general, Resilience is (a)

capacity that reflects behavior; (b) dealing with

change; and (c) related to dealing with some

undesirable situations (Paul, Bamel, & Garg, 2016).

The results of the questionnaire data from the

Resilience variable show an average score of 3.76 or

high, where the statements answered with scores

above the average are statements; I am willing to

contribute positively to my work (4,14); I am strong

in dealing with job failures (3.82) and I always focus

on the positive (3.79). The high average score can be

concluded that the resilience aspect of the

respondents as employees is in high condition.

Resilience as a predictor variable on work

engagement in this study, based on the hypothesis test

conducted, it shows that Resilience has a significant

positive effect on work engagement, meaning that

any increase in Resilience will affect increasing work

engagement. The results of this study confirm the

results of previous studies submitted by (Baker and

Schaufeli, 2007; Kašpárková et al., 2018; Li et al.,

2020; Z. Wang, Li, & Li, 2017). The condition of high

and significant resilience has a positive effect on

work engagement, making it an ideal thing to

maintain, to maintain their performance and job

satisfaction.

5.4 Social Support Affects Extra-Role

Behavior Through Work

Engagement

The results of statistical analysis on the role of

mediation or intervening or the indirect effect of the

work engagement variable indicate that work

engagement can function or prove to be significant as

a mediating variable for the effect of social support

on extra-role behavior. The mediation function is full

(full mediation), because the direct effect of Social

support on extra-role behavior is statistically not

significant.

Holmbeck (1997) states that the difference in

mediation positions can be expressed as full

mediation if the direct influence of social support

relations on extra-role behavior. is not significant (not

support), it can be stated that Social support only has

a choice of paths through mediating variables (work

engagement) to influence extra-role behavior. The

conclusion of full mediation can increase

recommendations that are more convincing and can

even be an opportunity for the renewal of studies on

dissertation work.

5.5 Resilience Affects Extra-Role

Behavior Through Work

Engagement

Statistical results on the role of the indirect effect of

Resilience on extra-role behavior through work

engagement showed a significant effect. Likewise,

the effect of Resilience on extra-role behavior shows

a significant effect, so it can be concluded that the

effect of Resilience on extra-role behavior is proven,

so the work engagement function can be referred to

as not being a full mediation or partial mediation.

That is, Resilience can directly affect the behavior of

extra roles or can be through work engagement.

When the mediation is partial, the statistical

magnitude of the path can be further seen. From the

statistical results, the Resilience path coefficient

affects extra-role behavior at 0.295, while the total

Resilience effect affects extra-role behavior through

work engagement mediation, with a path coefficient

of 0.106. This means that the direct influence of

Resilience on extra-role behavior is greater than

through indirect work engagement.

6 CONCLUSION

The results of this study strengthen previous studies

that social support and resilience have a positive

effect on work engagement. Work engagement also

has a positive impact on extra-role behavior.

Likewise, social support and resilience have a

positive effect on extra-role behavior through work

engagement. This study has limitations, especially

since we only examine the effect of social support,

resilience, and work engagement on extra-role

behavior. We did not examine other variables that had

a dominant effect on extra-role behavior, so we could

not fully and comprehensively explain the important

predictors of extra-role behavior. Therefore, further

researchers can test by involving many predictor

variables related to extra-role behavior, as well as the

number and wider area of respondents. This will

provide a more comprehensive picture of the

dominant predictor of extra-role behavior, especially

in the context of Generation Z employees.

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