From Agility to Achievement: How Work Agility and Job Crafting Drive Millennial Civil Servants’ Performance Through Learning Agility and Organizational Support

Aris Triyono; Tomy Fitrio; Raja Marwan Indra Saputra

doi:10.70716/ecoma.v4i2.482

Authors

Aris Triyono Department of Management, Institut Teknologi dan Bisnis Indragiri, Indonesia
Tomy Fitrio Department of Management, Institut Teknologi dan Bisnis Indragiri, Indonesia
Raja Marwan Indra Saputra Department of Management, Institut Teknologi dan Bisnis Indragiri, Indonesia

DOI:

https://doi.org/10.70716/ecoma.v4i2.482

Keywords:

performance of millennial civil servants, work agility, job crafting, learning agility, organizational support, job demand-resources theory

Abstract

This study develops and tests a conceptual model examining the relationships between work agility, job crafting, and the performance of millennial civil servants, incorporating learning agility as a mediator and perceived organizational support as a moderator. A cross-sectional survey was conducted among 137 millennial civil servants in Indragiri Hulu Regency using a 5-point Likert scale questionnaire. Data were analyzed through Partial Least Squares Structural Equation Modeling (PLS-SEM) using SmartPLS 4.1. The results indicate that both work agility and job crafting positively influence performance, with learning agility partially mediating these effects. Additionally, perceived organizational support moderates the relationships between work agility, job crafting, learning agility, and performance. Unlike previous studies that primarily focus on structural or bureaucratic factors, this research emphasizes the unique characteristics and work dynamics of the millennial generation. This study addresses a research gap by integrating work agility, job crafting, learning agility, and perceived organizational support into a single, comprehensive model that has rarely been examined simultaneously among civil servants. Theoretically, the study extends the Job Demands–Resources (JD–R) Theory by demonstrating the mediating role of learning agility and the moderating role of perceived organizational support in strengthening the relationship between job resources and employee performance in a public sector setting. These findings are consistent with the Job Demands–Resources (JD–R) Theory, highlighting the critical role of both individual and organizational resources in enhancing civil servants' performance.

Downloads

Download data is not yet available.

References

Abdullahi, M. S., Adieza, A., Arnaut, M., Nuhu, M. S., Ali, W., & Lawal Gwadabe, Z. (2025). Antecedents of employee performance through perceived organizational support: A moderating role of job satisfaction among employees of SMEs in an emerging economy. Journal of Organizational Effectiveness: People and Performance, 12(3), 537–558. https://doi.org/10.1108/JOEPP-01-2023-0014

Aka, B. A., Darto, M., & Triono, A. (2024). Penerapan corporate university di BPSDM Provinsi Jawa Timur dalam mendorong peningkatan kinerja organisasi perangkat daerah Jawa Timur. Learning: Jurnal Inovasi Penelitian Pendidikan dan Pembelajaran, 4(1), 62–76. https://doi.org/10.51878/learning.v4i1.2750

Alavi, S., Abd Wahab, D., Muhamad, N., & Arbab Shirani, B. (2014). Organic structure and organisational learning as the main antecedents of workforce agility. International Journal of Production Research, 52(21), 6273–6295. https://doi.org/10.1080/00207543.2014.919420

Bakker, A. B., & Demerouti, E. (2007). The job demands-resources model: State of the art. Journal of Managerial Psychology, 22(3), 309–328. https://doi.org/10.1108/02683940710733115

Bedford, C. L. (2011). The role of learning agility in workplace performance and career advancement (Doctoral dissertation, University of Minnesota).

Bouland-van Dam, S. I. M., Oostrom, J. K., & Jansen, P. G. W. (2022). Development and validation of the leadership learning agility scale. Frontiers in Psychology, 13, 991299. https://doi.org/10.3389/fpsyg.2022.991299

Braun, T. J., Hayes, B. C., DeMuth, R. L. F., & Taran, O. A. (2017). The development, validation, and practical application of an employee agility and resilience measure to facilitate organizational change. Industrial and Organizational Psychology, 10(4), 703–723. https://doi.org/10.1017/iop.2017.79

De Meuse, K. P., Dai, G., & Hallenbeck, G. S. (2010). Learning agility: A construct whose time has come. Consulting Psychology Journal: Practice and Research, 62(2), 119–130. https://doi.org/10.1037/a0019988

DeRue, D. S., Ashford, S. J., & Myers, C. G. (2012). Learning agility: In search of conceptual clarity and theoretical grounding. Industrial and Organizational Psychology, 5(3), 258–279. https://doi.org/10.1111/j.1754-9434.2012.01444.x

Dhanpat, N. (2025). Job crafting agility: A conceptual proposition for rethinking behavior in organizations. International Journal of Organization Theory & Behavior, 28(1), 18–33. https://doi.org/10.1108/IJOTB-03-2023-0062

Eisenberger, R., Armeli, S., Rexwinkel, B., Lynch, P. D., & Rhoades, L. (2001). Reciprocation of perceived organizational support. Journal of Applied Psychology, 86(1), 42–51. https://doi.org/10.1037/0021-9010.86.1.42

Fitrio, T., Remofa, Y., Hardi, H., & Ismail, Y. (2023). The role of service quality agility, competence, and organizational commitment in improving employee performance. Jurnal Aplikasi Manajemen, 21(1), 228–241. https://doi.org/10.21776/ub.jam.2023.021.01.17

Gong, C., & Ribiere, V. (2025). Understanding the role of organizational agility in the context of digital transformation: An integrative literature review. VINE Journal of Information and Knowledge Management Systems, 55(2), 351–378. https://doi.org/10.1108/VJIKMS-09-2022-0312

Gravett, L. S., & Caldwell, S. A. (2016). What is learning agility? In Learning agility: The impact on recruitment and retention (pp. 1–8). Springer.

Hair, J. F., Risher, J. J., Sarstedt, M., & Ringle, C. M. (2019). When to use and how to report the results of PLS-SEM. European Business Review, 31(1), 2–24. https://doi.org/10.1108/EBR-11-2018-0203

Hidayat, Z., Yatminiwati, M., & Ermawati, E. (2025). The role of learning agility in performance improvement. International Journal of Accounting and Management Research, 6(1), 23–29. https://doi.org/10.30741/ijamr.v6i1.1541

Jo, Y., & Hong, A. J. (2022). Impact of agile learning on innovative behavior: A moderated mediation model of employee engagement and perceived organizational support. Frontiers in Psychology, 13, 900830. https://doi.org/10.3389/fpsyg.2022.900830

Jogiyanto Hartono, M. (2018). Metoda pengumpulan dan teknik analisis data. Penerbit Andi.

Juliantari, N. P. A. (2024). Pengaruh pengembangan karir, self efficacy, dan lingkungan kerja fisik terhadap kinerja pegawai pada Dinas Kesehatan Kabupaten Bangli (Skripsi, Universitas Mahasaraswati Denpasar).

Kaiser, R. B., & Kaplan, R. B. (2006). The deeper work of executive development: Outgrowing sensitivities. Academy of Management Learning & Education, 5(4), 463–483. https://doi.org/10.5465/amle.2006.23473207

Kementerian Pendayagunaan Aparatur Negara dan Reformasi Birokrasi Republik Indonesia. (2022). Peraturan Menteri PANRB Nomor 6 Tahun 2022 tentang pengelolaan kinerja aparatur sipil negara.

Kurtessis, J. N., Eisenberger, R., Ford, M. T., Buffardi, L. C., Stewart, K. A., & Adis, C. S. (2017). Perceived organizational support: A meta-analytic evaluation of organizational support theory. Journal of Management, 43(6), 1854–1884. https://doi.org/10.1177/0149206315575554

Lichtenthaler, P. W., & Fischbach, A. (2019). A meta-analysis on promotion- and prevention-focused job crafting. European Journal of Work and Organizational Psychology, 28(1), 30–50. https://doi.org/10.1080/1359432X.2018.1527767

Muduli, A. (2016). Exploring the facilitators and mediators of workforce agility: An empirical study. Management Research Review, 39(12), 1567–1586. https://doi.org/10.1108/MRR-10-2015-0236

Mulyadi, D. M., Suhariadi, F., & Sulistyawati, M. E. (2021). Pelatihan psychological safety dalam peningkatan learning agility pegawai. Psikovidya, 25(1), 1–11. https://doi.org/10.37303/psikovidya.v25i1.179

Mutiarin, D., Khaerah, N., Nyssa, A. V. I., & Nasrulhaq, N. (2024). E-government development: Catalysing agile governance transformation in Indonesia. Journal of Contemporary Governance and Public Policy, 5(1), 87–110. https://doi.org/10.46507/jcgpp.v5i1.270

Nayak, L., Malik, P., Meher, J. R., & Patel, G. (2025). Developing Gen Z's competencies: The roles of organizational learning culture and learning agility. Journal of Organizational Effectiveness: People and Performance. https://doi.org/10.1108/JOEPP-06-2024-0276

Peraturan Lembaga Administrasi Negara Republik Indonesia Nomor 15 Tahun 2020 tentang Pengembangan Kompetensi Pegawai Pemerintah dengan Perjanjian Kerja. (2020).

Rahardi, D., Nurbaiti, B., & Fauzi, A. (2022). The effect of job satisfaction, learning agility, and resilience on performance with work stress as an intervening variable in sales department employees of PT Bungasari Flour Mills Indonesia during the COVID-19 pandemic. Dinasti International Journal of Management Science, 3(4), 715–724. https://doi.org/10.31933/dijms.v3i4.1139

Rhoades, L., & Eisenberger, R. (2002). Perceived organizational support: A review of the literature. Journal of Applied Psychology, 87(4), 698–714. https://doi.org/10.1037/0021-9010.87.4.698

Salmen, K., & Festing, M. (2022). Paving the way for progress in employee agility research: A systematic literature review and framework. The International Journal of Human Resource Management, 33(22), 4386–4439. https://doi.org/10.1080/09585192.2021.1943491

Sameer, S. K. (2022). The interplay of digitalization, organizational support, workforce agility, and task performance in a blended working environment: Evidence from Indian public sector organizations. Asian Business & Management, 23, 266–286. https://doi.org/10.1057/s41291-022-00205-2

Santoso, A. M., & Yuzarion, Y. (2021). Analysis of learning agility in the performance of achievement teachers in Yogyakarta. Pedagogik: Jurnal Pendidikan, 8(1), 77–122. https://doi.org/10.33650/pjp.v8i1.2126

Sofiyan, S., Sembiring, R., Danilwan, Y., Anggriani, R., & Sudirman, A. (2022). Innovative work behavior and its impact on teacher performance: The role of organizational culture and self-efficacy as predictors. Journal of Education Research and Evaluation, 6(1), 44–52. https://doi.org/10.23887/jere.v6i1.38255

Tims, M., Bakker, A. B., & Derks, D. (2013). The impact of job crafting on job demands, job resources, and well-being. Journal of Occupational Health Psychology, 18(2), 230–240. https://doi.org/10.1037/a0032141

Tripathi, A. (2024). Organizational learning culture and firm performance: The mediating role of learning agility. Vikalpa, 49(2), 129–142. https://doi.org/10.1177/02560909241254996

van Wingerden, J., & Poell, R. F. (2017). Employees' perceived opportunities to craft and in-role performance: The mediating role of job crafting and work engagement. Frontiers in Psychology, 8, 1876. https://doi.org/10.3389/fpsyg.2017.01876

Wrzesniewski, A., & Dutton, J. E. (2001). Crafting a job: Revisioning employees as active crafters of their work. Academy of Management Review, 26(2), 179–201. https://doi.org/10.5465/amr.2001.4378011

Xiao, J., Zhang, H., & Han, L. (2023). How digital transformation improves government performance: The mediating role of partnering agility. IEEE Access, 11, 59274–59285. https://doi.org/10.1109/ACCESS.2023.3284793