How Great are Implication Factors for Employee Engagement in Application-Based Technology Company?

Dimensions of organizational culture, training and development, job environment, and supervisor relationship have implications for employee engagement. Employee engagement is needed to produce high-quality work results in the application company. The purpose of the research was to analyze the factors with implications for employee engagement. The research objective was an application-based technology company in Indonesia. The sampling approach used a stratified method. Then, the number of respondents was 100 people. Meanwhile, the analysis method applied Partial Least Square (PLS). The results reveal that four variables have implications for employee engagement. The training and development dimension has the highest implications for employee engagement. The company must implement organizational culture in accordance with its core business values. Then, the conduciveness of the work environment must be increased to provide a positive psychological effect for employees. Similarly, supervisor relationships must be well maintained to monitor the work process. These four variables prove that the application-based technology company needs an increase in employee engagement to generate new business ideas. Innovation and creativity can be generated through employee engagement. The conclusion is that application-based technology company must pay attention to the application of culture organization and the sustainability of training and development programs, provide a comfortable job environment, and maintain supervisor relationships with their employees.


INTRODUCTION
Employee engagement is a key success factor in maximizing employee potential in the process of achieving performance and completing work. An information technology company needs employee engagement to improve organizational productivity and business performance (Heslina & Syahruni, 2021;Ugargol & Patrick, 2018). Technology company must give employees the freedom to improvise in seeking innovation and creativity with the latest business ideas. Hence, implementing employee engagement aims to increase the sense of ownership of all employees and overall business interests (Dajani, 2015;Syahroni, 2021;Steinheider & Verdorfer, 2017). Increased engagement with employees tends to have implications for the process of achieving business targets and happiness at work. Employee engagement will have positive implications for the two-way relationship between the company and employees (Chauhan, Sagar, & Ghildiyal, 2020;Yang et al., 2019). Then, employee contribution and productivity are needed to achieve what the company targets. Employee engagement that is carried out consistently can comprehensively increase employees' motivation, retention, productivity, and business performance (Ahmed, Umrani, Zaman, Rajput, & Aziz, 2020).
Organizational culture is a system that regulates employees' activities that are in line with values, morals, rules of conduct, and standards in running business processes effectively in accordance with their passions (Kaliannan & Adjovu, 2015). It can be a tool or process for achieving work targets that are charged to employees. The effectiveness of organizational culture is done by setting the company's standards and ensuring all employees so that it can be implemented consistently.
Organizational culture manifests employees in expressing togetherness in task behavior connected to work processes physically, cognitively, and emotionally so that they play an active role in achieving overall performance (Saratun, 2016;Wardini & Nawangsari, 2021). Implementation of positive organizational culture can have significant implications for employee engagement (Parent & Lovelace, 2018). Organizational culture can show positive changes that are demonstrated through work behaviours and processes (Sharma & Agrawal, 2015). The organizational culture that is implemented consistently can increase employee engagement (Bhardwaj & Kalia, 2021;Samanta, 2021). The application of organizational culture must assume diversity as an organizational strength in creating the latest innovations in business processes (Chiemeke, Ashari, & Muktar, 2019;Kayani, Khattak, & Hameed, 2019;Sharma & Agrawal, 2015). New ideas in enterprise applications require an organizational culture that supports employees' flexibility and improvisation. Diversity is one component that provides opportunities for all employees to foster creativity and new ideas according to market needs (Inegbedion, Sunday, Asaleye, Lawal, & Adebanji, 2020). Organizational culture can create positive work behaviours and discipline employees in achieving the company's business targets. It affects how employee behaviours will lead to similarities in productivity in high intensity (Mathew, 2007;Mohammadi, 2020). Hence, organizational culture can be used as a predictor for creating a work climate and monitoring employees' behaviours (Ehrhart & Kuenzi, 2017).
Next, employees need a work environment that is comfortable, conducive, and flexible so that they can produce a positive contribution to company performance. The job environment as a predictor of employee engagement behaviour is believed to improve individual and organizational performance comprehensively. So, the job environment plays an essential role in creating a sense of security and comfort for employees in increasing employee engagement (Mohd, Shah, & Zailan, 2016).
The job environment determines the employees' work quality in achieving company business targets (Langford, Fellows, Hancock, & Gale, 1995). Several studies explain that providing a good job environment has implications for increased employee engagement Osborne & Hammoud, 2017).
It will have the consequence that the company must provide a job environment to improve employee productivity and satisfaction (Prasetyo & Purba, 2020). However, it is also implied that the job environment has no implications for employee engagement (Nasidi, Makera, Kamaruddeen, & Jemaku, 2019). It is very reasonable that the comfort of the job environment is not necessarily significant to increase employee engagement without changing behaviour and work processes. However, organizations must implement a healthy and competitive culture for all employees. Implementing organizational culture can cause positive employee behaviour, which will have implications for business processes and performance comprehensively.
The job environment is not only a psychological aspect, but also increase the comfort of working from physical aspects (Atyah, 2020;Zeng et al., 2020). It impacts employees' health to increase the company's business contribution. The job environment will determine the quality of work produced by employees (Reimann & Tisch, 2021). Hence, meeting employees' needs in completing work is an important aspect that must always be a top priority.
Next, training and development are also important components of increasing employee engagement. It is a voluntary short-term learning intervention to establish or improve compatibility between current job requirements and a single individual's knowledge, skills, and attitudes (Cohen, 2017). Development is the path that a person learns through events that will be more valuable (Kirkpatrick & Kirkpatrick, 2016). The aim is to assist the public in utilizing the skills and knowledge provided by guidance and training, not only for their current career but also for future careers. Development also reflects several concepts consisting of greater maturity, emotional development, and periodic corporate self-confidence improvement that can identify new competencies and skills needed by employees in running the company's business processes (Dachner, Ellingson, Noe, & Saxton, 2021). Training and development have significant implications for employee engagement (Abogsesa & Kaushik, 2018;Ibrahim, Rodzi, & Zin, 2021;Nasidi, Waziri, Sunday, & Halim, 2020;Siddiqui & Sahar, 2019). It is one of the main elements in successfully implementing employee engagement. The training and development program will guarantee increased skills, and new knowledge will increase employee engagement (Mahadevan & Yap, 2019).
Training and development are needed to improve employee engagement comprehensively. Employees need career development programs to increase involvement in work processes (Osibanjo et al., 2020;Saluy & Kemalasari, 2018). Employee career development systems must be established through training and development programs that are consistent and tailored to the company's business needs. Business applications should be adaptive and demanding for consumers' needs. Skill and competency are crucial for employees to improve the achievement of job targets because business changes are swift, and the complexity of consumer needs must be answered with business innovation.
Supervisor relationship is the support from superiors at work, including emotional (empathy, acceptance of ideas, and caring), informative (providing feedback on work performance or guidance), and material (financial budget, resources, and technology) to increase employees' motivation, performance and effectiveness (Dlouhy & Casper, 2021;Eva, Meacham, Newman, Schwarz, & Tham, 2019;Hsieh & Wang, 2015;Pohl & Galletta, 2017). The supervisor relationship has implications for employee engagement (Ibrahim, Suan, & Karatepe, 2019;Jonsdottir & Kristinsson, 2020;Jose & Mampilly, 2015). Work unit leaders or supervisors must understand how to maximize employees' competencies and abilities in achieving the company's business targets. The effectiveness and efficiency of the work process are very dependent on the supervisor's ability to control, explain, and coordinate directly with employees. Supervisors must have effective communication skills and work operational explanations for employees. Supervisors can also provide job autonomy and freedom to determine business ideas and involve employees in decision making (Vera, Martínez, Lorente, & Chambel, 2016). Therefore, the supervisor relationship can be used as an employee engagement predictor in creating productivity and performance comprehensively.
Based on the conceptual framework in Figure  1, the hypotheses in the research model are as follows. The research analyzes several employee engagement predictors. It includes organizational culture, job environment, supervisor relationship, and training and development. These four variables are analyzed and measured to what extent their implications are for employee engagement. It is to see how employees contribute to increasing their engagement through organizational culture, training and development, job environment, and supervisor relationship. These four variables may have different implications for employee engagement. The research is expected to provide information to business organizations, especially application-based technology company, to increase employee engagement to achieve business targets. An application-based technology company needs new contributions and innovations from all employees. The company provides application development services according to consumers' needs. The research results are also expected to be a piece of information in increasing employee engagement in an application-based technology company. Employee engagement can produce work quality according to the company's expectations. Recommendations from the research results can be used as an evaluation to increase employee engagement to create a quality in the business.

METHODS
The respondents in the research are 100 people. The sampling method applies a purposive approach. This process is adapted to the needs of research data. The research object is employees who work in the application-based technology company. Then, data are collected using a questionnaire with a fivepoints Likert scale. It consists of 1 (very dissatisfied), 2 (dissatisfied), 3 (neutral), 4 (satisfied), and 5 (very satisfied). Table 1 shows the indicators used to measure the effect of independent variables on the dependent variable.
The research uses the Partial Least Square (PLS) method. The indicators are used to describe extracts of variables in the research model. The research uses a formative regression model. This model will analyze the effect of several independent variables on the dependent variable. The independent variable has indicators that represent the measurement of the relationship with the dependent variable. The independent variables are organizational culture, job environment, training and development, and supervisor relationship. Meanwhile, the dependent variable is employee engagement. Figure 1 shows the research model. This research analyzes the inner and outer models. The research examines the feasibility of the model and the relationship between independent and dependent variables. Then, the research model shows the dimensions that affect employee engagement.

RESULTS AND DISCUSSIONS
The number of respondents is 100 people. Table 2 shows the respondent's profile. The respondents' characteristics are divided into four components: age, gender, tenure, and education. Age is dominated by people aged 26 to 30 years (30 people). The result is followed by 21−25 years (25 people), over 35 years (15 years), and less than 20 years (5 people). Moreover, the respondents are mainly male (60 people). The rests are female (40 people). For their tenure, it is dominated by 1−5 years (37 people). There are also people with experiences of 11−15 years (30 people), 6−10 years (26 people), and over 15 years (7 people). Meanwhile, the education level is dominated by bachelor's degree (40 people), followed • High spirit teamwork culture (CO10) • Acceptance diversity culture (CO11) • Strong corporation among employees (CO12) Training and Development • The supervisor helps to develop employee potential with full trust (SR8)  by vocational or high school (25 people), diploma (20 people), and master's degree (15 people). Based on the characteristics of the respondents, they are dominated by the productive age and the millennial generation.
Employees have become long-term company assets and are ready to be developed into future leaders.
The research results will explain the feasibility of each variable indicator, validity, reliability, and multicollinearity assumptions. This initial process analyzes the feasibility of the indicators on each variable with implications for employee engagement. Table 3 shows the results of outer loading. It can be seen that each indicator has a value above 0,6. This stage explains that each indicator is feasible to be used in the research model. The process is carried out by filtering questions that meet the outer loading value for each indicator. It is done to explain the ability of indicators to represent variables in the research model. The next step is to test the validity and reliability of the data. Table 3 shows the results.
Based on Table 4, Cronbach's alpha and composite reliability values are above 0,7. Meanwhile, Average Variance Extracted (AVE) values are above 0,5. This stage explains that the research data have met the validity and reliability of the indicators. The feasibility of the data can be used to interpret the research model. The next stage examines the multicollinearity assumption on indicators and the relationship between independent variables on employee engagement. Table 5 shows the Outer Variance Inflation Factor (VIF) values. It explains the collinearity of the dimension indicators.
Based on Table 5, it can be seen that all indicator values of variable dimensions are below 10. It means that all indicators have no multicollinearity relationship to employee engagement. Table 6 shows the inner VIF Values. It explains the relationship of multicollinearity dimensions to employee engagement.   Table 6 shows the values of VIF on the independent variable. The values are still below 10. It implies that the independent variables on employee engagement are free from multicollinearity. The next stage analyzes the implications of the independent variables in the research model on employee engagement. This stage sees how the implications of independent variables are proxied by organizational culture, training and development, job environment, and supervisor relationship for employee engagement. However, the process begins with analyzing the indicators that represent each independent variable on employee engagement.
Indicators used in the independent variables (organizational culture, training and development, job environment, and supervisor relationship) influence employee engagement. Based on Table 7, all indicators used in the research model have p-values less than 0,05. It means that the indicators used in the research model have implications for employee engagement. Table 8 shows that the variables, including organizational culture, training and development, job environment, and supervisor relationship, can influence employee engagement by 92,4%. Meanwhile, variables outside of the research model influence the remaining 7,6%. The next stage analyzes the hypothesis between the independent and dependent variables. This stage tests how much the independent variables influence the dependent variable. Independent variables used in research include organizational culture, training and development, job environment, and supervisor relationship. Meanwhile, the dependent variable to be measured is employee engagement. These four independent variables are measured by how much influence they have on employee engagement.
In Table 9, all independent variables have implications for employee engagement. It is due to the p-value of 0,000 < 0,05 and t-statistic value > 1,98 (t-table). The four independent variables affect employee engagement. So, it can be concluded that  all alternative hypotheses starting from H1 to H4 can be accepted, and H0 is rejected. The highest factor value with the highest contribution to employee engagement is training and development with 41,5%. Then, the other results are culture organization with 22%, job environment with 38,6%, and supervisor relationship with 27,2%. Then, Figure 2 shows a conceptual framework that describes the implications of organizational culture, training and development, job environment, and supervisor relationship on increasing employee engagement. Organizational culture has a significant effect on employee engagement. It is proven that the p-values are 0,000 < 0,05 and 5,514 > 1,98 (t-table). The results prove H1 is accepted, and H0 is rejected. Organizational culture has a positive relationship with employee engagement (22%). The indicators of organizational culture include an appreciation of contribution, high spirit of teamwork culture, diversity acceptance, and strong corporation among employees. Those indicators affect employee engagement. It can be concluded that the implementation of organizational culture can consistently increase employee engagement (Budiono, Hamidah, & Yasin, 2019;Machmed Tun Ganyang, 2019;Nurcholis & Budi, 2020;Pepra-Mensah & Kyeremeh, 2018). A good organization can appreciate the contributions made by its employees. The awards given can be financial and non-financial. Implementation can be carried out in the company by providing rewards and bonuses for business ideas and innovations. So, the four indicators used in the research can explain how teamwork, diverse culture, appreciation for employee contributions, and collaboration between employees are the keys to the successful implementation of organizational culture on employee engagement.   Next, training and development have a significant effect on employee engagement. It can be seen from the p-values of 0,000 < 0,05 and 7,978 > 1,98 (t-statistics). This value means that H2 is accepted, and H0 is rejected. The job environment has a significant effect on employee engagement. The training and development positively affects employee engagement with a percentage of 41,5%. Indicators used in measuring this dimension include consistency of training programs, technology provision, application of employee development programs, management of career development, and communication effectiveness as solutions to training technology problems. It can be concluded that the implementation of training and development programs can increase employee engagement (Sendawula, Nakyejwe Kimuli, Bananuka, & Najjemba Muganga, 2018;Siddiqui & Sahar, 2019). The company must have training programs for the short term and long term. These programs will illustrate how the company's ability to detect competencies and abilities that employees must own. Then, the provision of technology must be in accordance with company needs and employee development program applications to support the implementation of training and development to run comprehensively. Moreover, the company must make career management that can significantly contribute to achieving business targets. The right career system can foster employee loyalty to the company and increase productivity. Then, the communication process must be carried out effectively if there are problems with the technology in employee training and development programs.
Similarly, the job environment has a significant effect on employee engagement. The p-values are 0,000 < 0,05 and 6,293 > 1,98 (t-table). The value indicates that the job environment influences employee engagement. H3 is accepted, and H0 is rejected. The job environment provides a good psychological sense for employees. The job environment has implications for employee engagement with 38,6%. Indicators describing the job environment consist of providing air conditioning, the job environment to improve work focus, workspace for employees, and the comfort of the work environment. All indicators used can represent the job environment on employee engagement. It can explain that the environment influences employee engagement (Azmy, 2019;Hanaysha, 2016;Judeh, 2021;Massoudi & Hamdi, 2017;Mohd et al., 2016). The company must realize that the job environment will increase employee productivity (Alarcon, Arzaga, Baguio, Sanvictores, & Platon, 2021;Shobe, 2018).
The key factor is the company's ability to provide a safe, comfortable, and healthy job environment. Hence, the job environment can retain employees in the long run.
Last, the supervisor relationship also has a significant effect on employee engagement. The p-values are 0,000 < 0,05 and 7,090 > 1, 98 (t-table). It means that H4 is accepted and H0 is rejected. The supervisor relationship influences employee engagement. The indicators include supervisors' feedback ability, employees' participation in creating business ideas and innovations by supervisors, and supervisors' confidence in terms of developing employees' capabilities. These indicators explain that supervisor relationship influences employee engagement (Azmy, 2019;Jose & Mampilly, 2015;Reina, Rogers, Peterson, Byron, & Hom, 2018;Ariani, 2013). Three indicators used in this dimension describe the capabilities of the supervisor. A supervisor's role is crucial in increasing employee engagement. Feedback given by the supervisor is significant for employees in improving work processes and employee performance. This feedback will be very effective where supervisors conduct effective supervision of employees. Supervisors must also involve employees in discussing business ideas and innovations. Supervisors can discuss and brainstorm a new idea with employees. Then, an effective communication process can increase cohesiveness in work done individually and in groups. Supervisors must encourage employees in terms of personal development and competence. Hence, the company provides further study and short courses for employees. It also affects the company's ability to retain the best employees in the long run.
From the results, the four variables affect employee engagement. In theory, the results prove that organizational culture significantly influences employee engagement. This variable reinforces some of the research results that implementing organizational culture can positively influence employee engagement. It is expected to produce positive behavior towards employees who influence job involvement.
Training and development have a significant effect on employee engagement. Training and development are needed in employee engagement to fill the needs of competence and leadership regeneration. The challenge for an applicationbased technology company is to adapt to the speed of technological change constantly. It means that it must have a training and development program for employee capabilities so that businesses can adapt to the consumers' needs. This variable strengthens the theory of several research results that training and development significantly influence employee engagement (Ababneh, LeFevre, & Bentley, 2019;Chaudhry, Jariko, Mushtaque, Mahesar, & Ghani, 2017). Hence, it is needed to improve employee competencies according to company business.
Moreover, the research result proves that the job environment can increase employee engagement in terms of productivity and achievement of the company's business targets. It has a significant effect on employee engagement. It aims to maintain employees' productivity in achieving work targets. The company must create a comfortable and conducive job environment. The job environment must be flexible and provide the tools needed to maintain conducive conditions.
The supervisor relationship also significantly influences employee engagement. The supervisor relationship can direct and foster good relations with employees as the success key to employee engagement. So, the company must pay attention to the supervisor relationship as it positively impacts business achievement. Moreover, the supervisor is responsible for the work of his/her subordinates in all divisions of the company. The supervisor must direct and supervise the work results. Hence, the applications made by employees can be adequately used by consumers and can solve their problems.
Next, employee engagement has important implications for a company's business productivity. The research results explain that all variables used significantly affect employee engagement. Implementation of employee engagement will increase productivity (Garima, 2019;Sharma & Sharma, 2014;Zondo, 2020). The research results indicate that the company should pay attention to organizational culture, training and development, job environment, and supervisor relationship to increase employee engagement in achieving the targets. For example, implementing organizational culture is expected to produce employees' behavior according to the company's business processes. Technology business requires the employees to work with groups and to accept diversity. Working in teams can generate innovations and new ideas needed by the market. Meanwhile, diversity in a company can provide unique human resources in terms of character, competence, and personality.

CONCLUSIONS
The results show that organizational culture, training and development, job environment, and supervisory relationships affect employee engagement. Training and development have the highest implications for employee engagement. So, the company as a business organization must be able to map out new competencies according to business needs. Moreover, organizational culture, job environment, and supervisor relationship affect employee engagement significantly. It is concluded from the research results that business organizations can increase employee engagement from the aspect of culture, environmental conduciveness, and leadership support. Therefore, employee engagement can produce quality work in accordance with the company's expectations.
Application-based technology company always need to update its employees' ideas and innovations. So, the company must provide a job environment in accordance with the company's business characteristics. For example, the company must provide an environment with cool and comfortable temperatures, and the workspace must be flexible and increase the movement of employees. Therefore, a job environment is needed to support the business of an application-based technology company.
The company must promote supervisors with effective communication competencies to employees. In addition to technical competence, supervisors must have good interpersonal skills and be capable of building discussions with employees. Moreover, supervisors have a role in providing feedback to employees regarding their performance, business processes, and targets. Supervisors must give complete trust to employees to develop their abilities, skills, and competencies. Complete trust can be given by promoting staff to take part in available short courses or development programs at the company. A good organization must respect employee contribution and performance. Appreciation can be in the form of financial and non-financial. For example, awards can be carried out according to the company's capabilities. Moreover, the diversity of the organization can be used as a strength. Acceptance of diversity culture is a form of organization to accept all people from various aspects of religion, race, skin, and anything else to work in an application company. Everyone has the same opportunity and is determined by the skill and competence to build organizational competitiveness. The company must continuously improve the team's culture, and all employees must work together to achieve business targets. Strengthening cohesiveness and cooperation between employees makes the company a business organization on a global scale. Application-based technology company must realize that business technology changes very quickly. Therefore, building the organizational culture can increase employee engagement in the company.
The research has limitations in analyzing the factors that influence employee engagement. The dimensions used are still limited, although the coefficient of determination of these four variables has a significant effect on employee engagement. The research can be continued by using other variables, such as compensation (Indriyani, 2017), job satisfaction (Bellani, Ramadhani, & Tamar, 2017), person-job fit (Cai, Cai, Sun, & Ma, 2018;Lee & Kim, 2020), and perception of reality (Caulfield & Senger, 2017). In future research, the object of research can be continued in the application-based company because there are still many dimensions of employee engagement that must be studied in more depth and comprehensively. Another approach that can be used is to use personal traits as a moderating variable or a Systematic Literature Review (SLR) approach to get critical factors with significant implications for employee engagement. Therefore, future research can be developed with new variables and approaches according to scientific needs.