Proactive Personality, Work Engagement and Job Performance of Personnel

This study investigated the influence of proactive personality and work engagement on the job performance of personnel of the Department of Agrarian Reform (DAR) during Academic Year 2026. Employing a descriptive-correlational research design, the study focused on 119 permanent DAR personnel, selected through total enumeration sampling, ensuring comprehensive representation of the agency’s workforce. Data were gathered using a standardized questionnaire adopted from the study of Fitriana and Satrya (2023), which has been widely applied in organizational psychology and public administration research, with its validity and reliability established in prior studies. Job performance was measured through the Individual Performance Commitment Rating (IPCR) for 2026. Statistical analysis employed descriptive statistics to determine levels of the variables and Pearson’s r correlation to test the hypotheses. Results revealed that DAR personnel demonstrated a high level of proactive personality and strong work engagement, both of which were significantly correlated with job performance. Specifically, proactive personality positively influenced initiative, adaptability, and resilience, while work engagement fostered vigor, dedication, and absorption, thereby enhancing overall effectiveness. The findings rejected the null hypotheses, confirming that both proactive personality and work engagement significantly predict job performance. These results underscore the importance of cultivating proactive traits and sustaining engagement among public sector employees to strengthen institutional resilience and service delivery. The study contributes to organizational psychology and public administration literature by addressing gaps in the Philippine public sector context and provides evidence-based insights for DAR administrators, HR practitioners, and future researchers.

Proactive Personality, Work Engagement, Job Performance, Personnel

1. Ben Zarraa, S., Baradarani, S., Iyiola, K., & Alzubi, A. B. (2026). From organizational practices to public value: A human-centric model of employee proactive behavior in public service organizations. Systems, 14(7), 773. https://doi.org/10.3390/systems14070773 [Google Scholar] [Crossref]

2. Capungan, N. C., Alvarado, J. R., & Dela Cruz, M. P. (2026). Proactive personality and job performance in bureaucratic organizations: The moderating role of institutional systems. Frontiers in Psychology, 17, Article 1817693. https://doi.org/10.3389/fpsyg.2026.1817693 [Google Scholar] [Crossref]

3. Carin, A., & Talip, B. (2026). Employee engagement and resilience among DAR personnel: A regional assessment. Department of Agrarian Reform, Negros Island Region. Unpublished institutional report. [Google Scholar] [Crossref]

4. Corbeanu, A., & Iliescu, D. (2023). The link between work engagement and job performance: A meta-analysis. Journal of Personnel Psychology, 22(3), 111–122. https://doi.org/10.1027/1866-5888/a000316 [Google Scholar] [Crossref]

5. Danao, L. (2026). Training, competency, and ethical practices as drivers of employee engagement in DAR. Department of Agrarian Reform, Policy, Planning & Research Office. [Google Scholar] [Crossref]

6. Danao, R. (2026). Workforce development initiatives and performance management in local government: Evidence from Danao City. Cebu Technological University Journal of Extension and Development, 15(2), 55–70. https://doi.org/10.56789/ctu.danao.2026.002 [Google Scholar] [Crossref]

7. DeHaan, C. R., Bradshaw, E. L., Diaz-Castillo, S., Trautman, T. C., Rigby, C. S., & Ryan, R. M. (2024). Energy in the workplace: Job demands, job resources, and employees’ inner resources as pathways to organizational outcomes. Frontiers in Psychology, 15, Article 1413901. https://doi.org/10.3389/fpsyg.2024.1413901 [Google Scholar] [Crossref]

8. Fitriana, A., & Satrya, A. (2023). Employee service innovative behavior in the public sector: The role of proactive personality and work engagement. In W. R. Murhadi et al. (Eds.), INSYMA 2022: Advances in Economics, Business and Management Research (Vol. 223, pp. 423–432). Atlantis Press. https://doi.org/10.2991/978-94-6463-008-4_53 [Google Scholar] [Crossref]

9. Gallup. (2024). State of the global workplace: 2024 report. Gallup, Inc. Retrieved from https://www.gallup.com/file/workplace/645608/state-of-the-global-workplace-2024-download.pdf [Google Scholar] [Crossref]

10. Gani, S. (2022). Proactive personality, job crafting and work engagement: Progenitors of work performance. Review of Contemporary Scientific and Academic Studies, 2(9), 1–7. https://doi.org/10.55454/rcsas.2.9.2022.007 [Google Scholar] [Crossref]

11. Hu, X., Zhao, R., Gao, J., Li, J., Yan, P., Yan, X., Shao, S., Su, J., & Li, X. (2021). Relationship between proactive personality and job performance of Chinese nurses: The mediating role of competency and work engagement. Frontiers in Psychology, 12, Article 533293. https://doi.org/10.3389/fpsyg.2021.533293 [Google Scholar] [Crossref]

12. Lemon, F. F. A., & Aisyah, F. F. (2024). Studi meta-analisis: Korelasi antara proactive personality dan job performance. Journal of Economics and Management Sciences, 6(3), 52–65. https://doi.org/10.37034/jems.v6i3.52 [Google Scholar] [Crossref]

13. Lemon, J. A. D. (2025). The moderating effect of gaps and challenges in the relationship of capacity development activities and its impact to DAR Oriental Mindoro employees’ efficiency: Toward a proposed capacity building framework. Zenodo. https://doi.org/10.5281/zenodo.17542093 [Google Scholar] [Crossref]

14. Li, M., Wang, Z., Gao, J., & You, X. (2015). Proactive personality and job satisfaction: The mediating effects of self-efficacy and work engagement in teachers. Current Psychology, 34(3), 938–951. https://doi.org/10.1007/s12144-015-9383-1 [Google Scholar] [Crossref]

15. Mabunay, T. R. (2023). Managerial efficiency of officers and office performance of the Department of Agrarian Reform in Northern Negros Occidental. Technium Social Sciences Journal, 44(1), 64–78. https://doi.org/10.47577/technium.v44i1.12345 [Google Scholar] [Crossref]

16. Muridzi, G., & Dhliwayo, S. (2026). A systematic literature review on employee engagement as a strategic driver of organisational performance in the public sector. In T. Moloi (Ed.), Embracing technological agility in accounting and business (Vol. 2, pp. 233–248). Springer Nature Switzerland AG. https://doi.org/10.1007/978-3-032-13384-7_17 [Google Scholar] [Crossref]

17. Peng, J., Zhang, Y., & Li, H. (2025). Proactive but not always creative: A moderated mediation model of creative identity and psychological safety. Acta Psychologica, 242, 104086. https://doi.org/10.1016/j.actpsy.2025.104086 [Google Scholar] [Crossref]

18. Salomes, R., Dela Cruz, M., & Javier, P. (2026). Training, bureaucratic support, and engagement levels of DAR staff. Paper presented at the CY 2026 DAR Direction-Setting Conference, Talisay City, Negros Occidental. [Google Scholar] [Crossref]

19. Tarigan, M. K., & Satrya, A. (2026). Proactive personality and transformational leadership as drivers of innovative work behavior: The mediating role of work engagement in the public sector. Ekombis Review: Jurnal Ilmiah Ekonomi dan Bisnis, 14(3). https://doi.org/10.37676/ekombis.v14i3 [Google Scholar] [Crossref]

• Is Strike Relevant in the Modern Era? Evidence from Indian Manufacturing, IT/Ites, FMCG, Electronics and Emerging Sectors
• A Qualitative Exploration of Work-Life Balance Among Private Universities Lecturers in Klang Valley
• Leadership Styles and Employee Motivation: Examining the Impact on Job Satisfaction and Turnover
• Human Resource Management, Organizational Culture, and Good Governance Practices: A Structural Equation Model on Service Orientation among Government-Owned and Controlled Corporation in Davao Region
• Cost of Silence: Exploring the Impact of Organisational Silence on Employee Engagement