The Influence of Resource Management, Time Management, and Self-Efficacy on Field Engineer Efficiency in Field  Service Industry

Aghnia Wulandari; Suryono Efendi; Hasanudin Hasanudin

doi:10.61132/digitalinnovation.v2i3.471

Authors

Aghnia Wulandari Universitas Nasional
Suryono Efendi Universitas Nasional
Hasanudin Hasanudin Universitas Nasional

DOI:

https://doi.org/10.61132/digitalinnovation.v2i3.471

Keywords:

Field Engineer Efficiency, Field Service Industry, Resource Management, Self-efficacy, Time Management

Abstract

This study explores the key determinants of field engineer efficiency in the field service industry by analyzing the impact of self-efficacy, resource management, and time management on operational performance. Employing a quantitative research approach, data were collected using saturated sampling from 102 field engineers and analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM) with SmartPLS 4.0. The measurement model showed robust psychometric properties, satisfying the thresholds for convergent validity, discriminant validity, and internal consistency reliability. The structural model results indicate that all three independent variables significantly influence field engineer efficiency. Self-efficacy was found to have the strongest effect (β = 0.421, p < 0.001), followed by resource management (β = 0.347, p < 0.001) and time management (β = 0.289, p < 0.001). The model accounts for 68.7% of the variance in field engineer efficiency, reflecting strong explanatory power and predictive accuracy. Among these variables, self-efficacy emerged as the most dominant factor, suggesting that field engineers' belief in their ability to perform tasks is a critical driver of operational success. High self-efficacy enhances motivation, resilience, and effective problem-solving under pressure, making it essential in dynamic and unpredictable field environments. Resource and time management also play crucial roles in supporting engineers' ability to complete tasks efficiently by ensuring optimal allocation of tools, equipment, and time. The findings provide practical implications for field service organizations aiming to improve workforce performance. Investing in training programs that strengthen self-efficacy, combined with systematic improvements in resource and time management practices, can significantly enhance operational outcomes. By prioritizing these factors, organizations can boost engineer efficiency, reduce operational costs, and improve service delivery, ultimately gaining a stronger competitive advantage in the industry.

Downloads

Download data is not yet available.

References

Ammar, N. A. M. Z., Wolor, C. W., & Marsofiyati, N. (2025). Analysis of employee time management of the Vania Interior Furnishing Company Jakarta. Proceeding of International Student Conference on Business, Education, Economics, Accounting, and Management, 3(1), 1194–1205. https://doi.org/10.21009/isc-beam.013.88

Bandura, A. (1977). Self-efficacy: Toward a unifying theory of behavioral change. Psychological Review, 84(2), 191–215. https://doi.org/10.1037/0033-295X.84.2.191

Batubara, D. C. (2013). Analisis penentuan waktu kerja karyawan PT Energi Mega Persada Semberah di Samarinda. Jurnal Manajemen dan Akuntansi, 14(2), 38–48. http://ejurnal.untag-smd.ac.id/index.php/JMA/article/view/213/pdf_40

Bryman, A. (2016). Social research methods (5th ed.). Oxford University Press.

Creswell, J. W., & Clark, V. L. P. (2017). Designing and conducting mixed methods research (3rd ed.). Sage Publications.

DeVellis, R. F. (2016). Scale development: Theory and applications (4th ed.). Sage Publications.

Hadi, P. (2023). The influence of self-efficacy on employee performance mediated by work motivation and work engagement. International Journal of Research in Business and Social Science, 12(2), 653–661. https://doi.org/10.20525/ijrbs.v12i2.2465

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(2), 2–24. https://doi.org/10.1108/EBR-11-2018-0203

Maulidyah, R. A., & Maryam, E. W. (2024). Time Management Training Reduces Work Procrastination of Cadres. Indonesian Journal of Law and Economics Review, 19(4). https://doi.org/10.21070/ijler.v19i4.1180

Muijs, D. (2010). Doing quantitative research in education with SPSS (2nd ed.). Sage Publications.

Pratama, I. N., Dachyar, M., & Pratama, N. R. (2023). Optimization of resource allocation and task allocation with project management information systems in information technology companies. TEM Journal, 1814–1824. https://doi.org/10.18421/tem123-65

Putri, A. H. A. (2025). Model of improving employee performance through self efficacy and work motivation with organisational citizenship behaviour (OCB) as an intervening variable at the Demak Regency Transportation Office. Jurnal Indonesia Sosial Sains, 6(1), 266–285. https://doi.org/10.59141/jiss.v6i1.1579

Reinartz, W., Haenlein, M., & Henseler, J. (2009). An empirical comparison of the efficacy of covariance-based and variance-based SEM. International Journal of Research in Marketing, 26(4), 332–344. https://doi.org/10.1016/j.ijresmar.2009.08.001

Sandhi, A. F., Usman, B., & Santosa, W. (2024). The influence of corporate entrepreneurship, industry 4.0 adoption, digital transformation capability on business performance mediated by employee engagement in the telecommunication industry in Indonesia. International Journal of Economics Business and Management Research, 08(06), 57–74. https://doi.org/10.51505/ijebmr.2024.8605

Sanjiv, V., & Malarkodi, K. (2023). A study on the impact of time management on employee productivity in Kovai Maruthi Paper & Boards (P) Ltd, Namakkal. TIJER - International Research Journal, 10(5), 247–264. https://tijer.org/tijer/papers/TIJER2305153.pdf

Sari, D. P., Rahman, A., & Kusuma, H. (2024). Understanding how self-efficacy and readiness to change impact employee performance: The role of achievement motivation. E3S Web of Conferences, 570, 03002. https://doi.org/10.1051/e3sconf/202457003002

Sebayang, A. A. M., Setiawan, A., & Yolanda, T. (2022). An effect of time management, supervision, and work facilities on work effectiveness of employees at PT. Mekar Karya Mas. Budapest International Research and Critics Institute, 6(1), 24224–24235. https://www.bircu-journal.com/index.php/birci/article/view/6443

Sindyani, et al. (2024). Pengaruh efikasi diri dan keterikatan kerja terhadap kinerja karyawan dengan kepuasan kinerja sebagai variabel intervening pada karyawan PT Belitang Panen Raya Ogan Komering Ulu Timur. Sriwijaya University Repository. http://repository.unsri.ac.id/id/eprint/140352

Sugiyono. (2019). Metode penelitian kuantitatif, kualitatif, dan R&D (2nd ed.). Alfabeta.

Susetyo, A. S. A., et al. (2024). Strategic renewal through digital transformation: Insights from Indonesia’s telecom industry. Journal of Infrastructure Policy and Development, 8(10), 7253. https://doi.org/10.24294/jipd.v8i10.7253

Widodo, S. T., & Sinambela, L. P. (2025). Transformation of human resource management to increase work process efficiency at Indonesian Quarantine Agency (A study on the implementation of lean management in human resource management). International Journal of Management Science and Information Technology, 5(1), 11–19. https://doi.org/10.35870/ijmsit.v5i1.3618

Wijayana, T. T., Rahayu, M. K. P., & Wahyuningsih, S. H. (2022). The influence of self efficacy on performance with innovation work behavior as an intervening variable (Case study on PT. Indah Kiat employee). Economics and Business Quarterly Reviews, 5(3), 166–177. https://ssrn.com/abstract=4212531