How Human Capital, Hope, and Work Engagement Drive Task Performance

Abstract

This study aims to examine the direct effects of human capital, hope, and work engagement on task performance. A sample of 183 employees from an Indonesian manufacturing company was randomly selected to participate in a questionnaire-based study. The path analysis method using multiple regression was employed to test the proposed model. The findings show that human capital, hope, and work engagement have a significant positive impact on task performance. Additionally, human capital and hope were found to be positively associated with work engagement. The study contributes to the existing literature by focusing on the employees' perspective and highlighting the importance of work engagement in improving task performance. The research also fills a gap in the literature by specifically examining the views of manufacturing employees. The results have implications for human resource managers in the manufacturing industry, providing a new dimension to the debate on task performance. This study is the first to demonstrate that work engagement has a direct effect on task performance and that human capital and hope are key factors in promoting work engagement. Overall, the study provides a valuable contribution to understanding how organizational behavior variables impact task performance in the manufacturing industry.