Unpacking the Link between Job Autonomy and Performance: The Role of Psychological Well-Being as a Mediator

Abstrak

Abstract
This study aims to examine the effect of job autonomy on job performance, with psychological well-being as a mediating variable, among employees of the Regional Office of the Directorate General of Taxes (DJP) East Java II. Job autonomy is considered a critical element in modern job design that enhances performance by improving employees’ psychological well-being. Adopting a quantitative approach, the study employed purposive sampling, involving 213 respondents serving as Account Representatives. Data analysis was conducted using the Partial Least Squares-Structural Equation Modeling (PLS-SEM) method. The findings reveal that job autonomy has a positive and significant effect on job performance, as well as on psychological well-being. Furthermore, psychological well-being significantly influences job performance. In addition, psychological well-being is proven to mediate the relationship between job autonomy and job performance. These findings suggest that granting employees greater autonomy not only has a direct impact on enhancing job performance but also strengthens performance outcomes through improved psychological conditions. Theoretically, this study contributes to the existing literature on the linkage between job design and work behavior in the public sector context. Practically, the findings offer valuable recommendations for government institutions to redesign job systems that promote greater autonomy, thereby simultaneously enhancing employee productivity and psychological well-being.