DOES JOB CRAFTING MEDIATE DIGITAL TRANSFORMATION AND EMPLOYEE PERFORMANCE? EVIDENCE FROM INDONESIAN STATE-OWNED BANKS

Abstract

This study examines the mediating role of Job Crafting in the relationship between Digital Transformation and Job Performance among employees of Indonesian State-Owned (BUMN) Banks, guided by the Job Demands-Resources (JD-R) Theory. Using a quantitative survey design, data were collected from 97 employees across four Himbara banks (Bank Mandiri, BRI, BNI, and BTN) through a validated questionnaire measuring three variables: Digital Transformation, Job Crafting, and Job Performance. Data were analyzed using PROCESS Macro Model 4 with a robust HC4 estimator and 5,000-resample bootstrapping to accommodate heteroscedasticity identified during assumption testing. The results show that Digital Transformation has a significant positive effect on Job Performance and on Job Crafting. However, Job Crafting does not have a significant effect on Job Performance, and consequently does not mediate the relationship between Digital Transformation and Job Performance. These findings point to a direct-effect-only model, in which employee performance gains stem primarily from the maturity of organizational digital infrastructure rather than from individual job crafting behavior. The study recommends that BUMN banks prioritize the continued maturation of digital systems as the primary performance lever, while still supporting job crafting as a means of sustaining employee engagement and long-term adaptability rather than treating it as a direct driver of performance.