Examining the impact of psychological well-being and work engagement on teacher productivity

Authors

  • Sherly Sherly Sekolah Tinggi Ilmu Ekonomi Sultan Agung, Indonesia
  • Edy Dharma Sekolah Tinggi Ilmu Ekonomi Sultan Agung, Indonesia

Keywords:

Human Resource Management, Psychological Wellbeing, Teacher Performance, Teacher Productivity, Work Engagement

Abstract

Teacher productivity is a crucial factor in determining the quality of learning and educational success; however, it still faces various challenges such as low work engagement and suboptimal psychological conditions. Therefore, this study aims to analyze the effect of psychological well-being and work engagement on teacher productivity at Sultan Agung Private Junior High School in Pematangsiantar. This study employed a quantitative approach with an explanatory research design. The population as well as the sample consisted of all 31 teachers, using a total sampling technique. Data were collected through a Likert-scale questionnaire and analyzed using validity, reliability, and normality tests, as well as multiple linear regression, coefficient of determination, t-test, and F-test. The results indicate that psychological well-being and work engagement simultaneously have a positive and significant effect on teacher productivity. Partially, both psychological well-being and work engagement also show a positive and significant effect, with work engagement being the more dominant variable. In conclusion, improving teacher productivity is influenced not only by positive psychological conditions but also by a high level of work engagement. The implication of this study suggests that schools should implement policies that foster psychological well-being and enhance teacher engagement through motivation, effective communication, and organizational support to achieve optimal performance.

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Published

2026-04-30

How to Cite

Sherly, S., & Dharma, E. (2026). Examining the impact of psychological well-being and work engagement on teacher productivity. Journal of Management Science (JMAS), 9(2), 33–41. Retrieved from https://exsys.iocspublisher.org/index.php/JMAS/article/view/777