The conceptual framework of this research can be observed in Figure 1.

The conceptual framework of the research in Figure 1 is a model of the relationship between exogenous variables of competence and career development and the endogenous variable of job performance, mediated by creative engagement. Therefore, the mediating role of creative engagement needs to be tested for its effect on job performance.

Based on the entire conceptual framework of the study, the following research questions can be presented:

Creative engagement is a synthesis of creativity and engagement theories. Creativity is the ability to generate new, original and innovative ideas that can solve problems or increase the value of an aspect (Al-Ababneh, 2020). Meanwhile, engagement is the level of involvement, participation and commitment of an individual in an activity, process or relationship within a particular organisation (Pincus, 2023). Based on these perspectives, employee creative engagement can be conceptualised as the extent to which employees are involved in performing their work tasks through the application of creative thinking skills.

Indicators of creative thinking according to Torrance (Munandar, 2009) are fluency, flexibility, originality and elaboration. Indicators of employee engagement include aspects of creative engagement including vigour, dedication and absorption (Schaufeli, 2012). Based on this, creative engagement indicators can be described in these points: (1) enthusiasm for carrying out work smoothly, (2) flexible dedication to work tasks, (3) focus on producing original ideas for institutional development and (4) actively contributing suggestions through analysis and evaluation for work progress.

Creativity as a complex attribute contributes to the nature and quality of a person’s involvement in their activities and professions (Reid & Solonides, 2007). Strong competence will optimise the ability to think creatively and innovatively. With good creative engagement, employees will find creative and effective solutions. Several previous studies have provided an explanation of the influence of competence on creative engagement. Martini et al. (2024) reported that employee competence has a significant effect on employee creativity. The results of Tyas et al.’s research (2020) stated that employee competence has an effect on employee engagement in organisational activities. Likewise, the results of Oloboh and Gabriel’s research (2022) stated that competence has a significant effect on employee engagement in organisational activities. Thus, the hypothesis of this study can be described as follows:

Career development is the process of developing an individual’s knowledge, skills and abilities to achieve their desired career goals. The characteristics of career development can help individuals understand the career development process and create appropriate plans to achieve their goals (Daryanto, 2014). The stages of career development include exploring talents and interests, establishing a foundation, developing skills, establishing a career position and transitioning to a new career position (Vilela & Casado, 2023). Numerous studies have investigated the relationship between career development and creative engagement. The results of Safariningsih et al.’s research (2025) stated that career development has a significant effect on engagement. Thus, the results of Judijanto et al.’s research (2024) stated that career development has a significant effect on employee creativity. Furthermore, the results of Semwal and Dhyani’s research (2017) stated that career development has a significant effect on employee engagement. Thus, the hypothesis of this study can be described as follows:

Employee competence is a person’s ability indicated in knowledge, understanding, achieving skills and attitudes to act to carry out activities in the context of organisational goals (Alsabbah & Ibrahim, 2017; Salman et al. 2020). The dimensions of competence according to Mota and Cilento (2020) include knowledge, expertise and attitudes. Competence indicators include motives, traits, self-concept, knowledge and skills (Wibowo, 2017). Sukmawati’s (2020) research reports findings that align with this study: Competence, in terms of knowledge, ability, and skills, is necessary to improve service quality. Work performance is the quality and quantity of output produced by employees in an organisation with the most efficient time possible (Mangkunegara, 2017). Another definition explains that employee performance is the result of all employee activities that have been carried out for the organisation (Robbin & Judge, 2016). The dimensions of work performance include ability, motivation and opportunity (Sinambela, 2016). Performance indicators include the amount of work, quality of work, punctuality, attendance and ability to cooperate (Wibowo, 2017). One of the competency studies on employee performance, such as the study by Siddiq et al. (2023), reported that employee competency has a significant effect on employee performance. Wijayanti and Sari’s (2023) research states that employee competency can improve employee performance in the company. Based on this, it can be interpreted that competency has an impact on employee performance. Thus, the hypothesis of this study can be described as follows:

Career development is a process of developing and improving abilities, knowledge and skills to achieve desired career goals (Gyansah and Guantai (2018)). The dimensions of career development include skills development, career development, personal development, professional development and organisational development (Gottfredson, 2005). Employee adaptation in career development results in employees’ ability to adjust to organisational development conditions so that they can carry out activities well (Cianni & Wnuck 1997). Several previous studies have studied the effect of career development on employee performance. The results of Firman’s (2021) research state that career development has a significant effect on employee performance. Likewise, the results of Nasution et al.’s (2018) research state that employee career development can increase employee job performance. The hypothesis for this can be stated as follows:

Creative engagement can improve employee job performance. Previous studies on the relationship between creativity, engagement and job performance variables show that the results of employee creative engagement research have a significant effect on job performance (Anwar et al., 2022). Performance improvements can be influenced by multiple factors, particularly self-efficacy, creativity, and the strengthening of engagement (Syukran, et al., 2025). Likewise, the results of Ximenes et al. (2019) have reported that employee creativity has a significant effect on employee job performance. Thus, the hypothesis of this study can be described as follows:

Competence is the knowledge, understanding, skills and attitudes of employees that are manifested in real activities (Salman et al. 2020). Thus, employee competence is the capital that employees have had when they became employees in a particular organisation, institution or company. The results of Mustaqim et al.’s research (2024) stated that competence has a significant effect on employee engagement. The results of Zhang and Bartolet’s research (2010) stated that employee creativity has a significant effect on job performance. The results of Hassan et al.’s research (2013) stated that competence has a significant effect on employee performance. Thus, the hypothesis of this study can be described as follows:

As creative engagement is a synthesis of creativity theory and organisational theory, employee creative engagement can provide exposure to employee involvement based on creative attitudes and thinking in planning, decision-making and the realisation of the implementation of these activities to achieve organisational goals. Specifically, creativity is an attitude grounded in a person’s divergent thinking when dealing with facts or phenomena (Sawyer & Henrikson, 2024), while engagement is the activity of a person’s involvement in organisational activities starting from planning, decision-making to implement organisational activities (Chukwuemeka, 2020).

In organisational activities, employee career development plays an important role as an encouragement to carry out work creatively in the organisation (Collin et al., 2021). Logically, high creative engagement can encourage active and creative involvement for employees in organisational activities. It is right if Du et al. (2016) envisions that active and creative involvement is expected to improve employee performance.

Pradhan and Shrestha’s (2021) research reported that career development has a significant effect on employee engagement. In line with this research, Zhou et al. (2022) found that career development has an effect on employee creativity. On the other hand, Ullah et al.’s (2022) research concluded that employee creativity has a significant effect on employee job performance. Anitha’s (2014) research results stated that employee engagement has a significant effect on employee job performance. Based on this, it can be interpreted that employee creative engagement is related to career development variables. The hypothesis of this study can be described as follows:

Population is a group of individuals, objects or units that are the focus of research and serve as a source of research data (Hossan et al., 2023). The criteria for respondents in this study are (1) being employees of the Jember district education office and (2) having the status of civil servants or employees with an assignment letter in accordance with the work agreement. The sampling technique used in this study was a census approach. A census approach is a sampling method that involves all members of the population being studied. In a census, the entire population is sampled, ensuring more accurate and representative data (Burakauskaitė & Čiginas, 2023). The number of research subjects as respondents is 120 employees.

Sugiharto et al. (2025) explain that explanatory quantitative research aims to examine the influence between variables. This type of research aligns with this study in terms of methodology. The study was designed as a quantitative confirmatory survey study with the aim of testing a theoretical model to explain the relationship between relevant variables in this context, namely competence, career development, creative engagement and employee job performance. To achieve accurate analysis results, this study applies a quantitative confirmatory survey method with structural equation modelling (SEM)-partial least square (PLS) analysis. Data were collected using a questionnaire that had been tested for validity and reliability. The questionnaire was distributed to respondents who had been selected using population techniques. By using a quantitative confirmatory survey method with SEM-PLS analysis, this study is expected to contribute to the understanding of competence, career development, creative engagement and performance and provide practical implications for stakeholders.

Ethical clearance to conduct this study was obtained from the University of Jember, Ministry of Higher Education, Science and Technology, Faculty of Education (Ref: 7061/UN25.1.5/SP/2025).

Structural equation modelling-partial least square analysis is preceded by an assessment of the outer SEM model that represents the measurement results both reflectively and formatively. The outer model test is used to determine whether the research instrument can meet the requirements of good research data, namely valid and reliable data (Sarstedt et al., 2017). The results of the outer model test are presented in Table 1.

Referring to Table 1, it can be stated that all research indicators meet the criteria of convergent validity, where the loading factor value is greater than 0.5. The composite reliability value of each variable is greater than 0.70, and the AVE value is greater than 0.50. The SEM-PLS structural image is represented in Figure 2.

This section describes the path analysis model. The path coefficient values can be seen in Table 2.

The direct effect test found that competence has a significant effect on employee creative engagement with a path coefficient of 0.374 (p = 0.001). Career development has a significant effect on employee creative engagement with a path coefficient of 0.511 (p = 0.000). Competence has a significant effect on employee performance with a path coefficient of 0.344 (p = 0.003). Career development has a significant effect on employee performance with a path coefficient of 0.403 (p = 0.001). Employee creative engagement has a significant effect on employee performance with a path coefficient of 0.214 (p = 0.022).

An indirect relationship occurs between the exogenous latent variables of competence (X1) and career development (X2) on the endogenous latent variable bound by employee performance (Y) with the intervening endogenous variable employee creative engagement (Z). A summary of the indirect influence of these variables can be seen in Table 3.

Employee creative engagement does not act as an intervening variable in the relationship between competence and employee performance with a coefficient of 0.080 (p = 0.074). That is the result of the indirect influence test. Thus, creative engagement does not significantly mediate the influence of competence on employee performance. Employee creative engagement acts as an intervening variable in the relationship between career development and employee performance with a coefficient of 0.109 (p = 0.042). Thus, the influence of creative engagement significantly mediates the influence of career development on employee performance.

The R-square value describes the variability of changes in exogenous variables that can be explained by endogenous variables. The test results related to the R-square value can be seen in Table 4.

Table 4 shows that the R-square value of the employee creative engagement construct is 0.742 and the R-square value of the employee performance construct is 0.843. The R-square of 0.742 can be interpreted to mean that 74.2% of the variability of changes in employee creative engagement can be explained by the competency and career development variables. The R-square of 0.843 can be interpreted to mean that 84.3% of the variability of changes in employee performance can be explained by the competency, career development and employee creative engagement variables.

A summary of the results of the research hypothesis testing is presented in Table 5.

The results of this study show that competence has a significant positive effect on employee creative engagement. The meaning of this understanding is that the higher the employee’s competence, the higher their creative engagement. This is also explained in Boyatzis’s (2024) human resource competency theory, which states that competence and competency development in an organisational context are important to improve the quality of human resources. The results of a study by Bandhu et al. (2024) stated that individuals engage in certain activities because they find them personally interesting. This means that employees with high competence tend to have the ability to think creatively and innovatively, thus they have better creative engagement (Zhang & Bartol, 2010). Likewise, employees with good competence can solve problems more effectively, so they are more likely to find creative and innovative solutions (Brophy, 1998). On one hand, employees with good competence can solve problems more effectively, so they are more likely to find creative and innovative solutions (Brophy, 1998). On the other hand, it can also be explained that employees with good competence can adapt to changes and new challenges, thus improving their creative engagement (Cruickshank et al., 2017). The findings of this study are consistent with those of several previous studies. Furthermore, research by Suryawati and Nugraha (2024) reported that competence significantly influences employee engagement. Research by Fitriah and Soehari (2024) also stated that competence significantly influences employee creativity. The conclusion is that creativity and engagement are aspects that can be influenced by a person’s competence. Based on this description, it can be interpreted that strong competence will increase the ability to think creatively and innovatively. Through strong creative engagement, employees will find creative and effective solutions.

This study found that career development has a significant positive effect on employee creative engagement. Therefore, better career development leads to better employee creative engagement. John Holland’s career development theory (Adlya & Zola, 2022) emphasises the importance of an employee’s personality, talents and interests in career development. Furthermore, it can be explained that career alignment with an individual’s personality and interests in choosing a suitable career will facilitate an employee’s career. In fact, when employees perceive that the organisation cares about their career development, they are more motivated to contribute and engage in their work tasks (Hirschi et al., 2013). This also applies to the phenomenon of career development, which can improve employee abilities. This makes them more capable of creative and innovative thinking (Ismail & Rishani, 2018). From a value perspective, career development can increase employee loyalty. This is represented by employees being more active in continuing to collaborate and contribute to the organisation (Olga & Nurraihan, 2025). The results of this study are relevant to several previous studies. The results of a study by Bai and Liu (2018) reported that career development has a significant influence on employee engagement. This can also be observed from the research results of Saglik and Yilmaz (2016), which state that employee career development can increase employee creativity.

This study found that competence has a significant positive effect on employee job performance. Conceptually, employees with high competence have the ability to carry out assigned tasks effectively and efficiently (Hsieh et al., 2021). Likewise, competent employees can increase work productivity, allowing them to complete tasks more quickly and accurately (Otto et al., 2008). Another rationale is that competent employees can adapt to changes and new challenges, thus improving their performance in dynamic situations (Shet et al., 2019). Several studies on the effect of competence on employee performance have been conducted by previous researchers. The results of a study by Siddiq et al. (2023) stated that employee competence has a significant influence on employee performance. The results of a study by Wijayanti and Sari (2023) stated that employee competence can improve employee performance in companies. Based on this, it can be interpreted that competence has an impact on employee performance, which is confirmed by the results of several previous researchers.

This study found that career development has a significant positive effect on employee job performance. This can be explained by the fact that career development can foster knowledge and skills that support employee work. Career development can increase employee motivation to perform better and achieve goals (Pillay et al., 2015). Career development can increase employee self-confidence, making them more likely to take responsibility and initiative in their work (Danhauer et al., 2019). Furthermore, career development can increase employee loyalty, making them more likely to continue working together and contributing to the organisation (Fadhila & Sulistiani, 2021). Thus, career development can help individuals improve their ability to create and innovate, thereby improving performance and achieving better goals (Sulistyorini et al., 2025). Several studies have examined the effect of career development on creative engagement. The results of a study by Safariningsih et al. (2025) stated that career development has a significant effect on engagement. Similarly, the results of a study by Judijanto et al. (2024) stated that career development has a significant effect on employee creativity. Furthermore, the results of research by Semwal and Dhyani (2017) stated that career development has a significant influence on employee engagement.

The results of this study prove that creative engagement has a significant positive effect on employee performance. Creative engagement can increase innovation and creativity in their work, allowing them to find new solutions and improve performance (Rao, 2016). Good creative engagement can increase employee motivation to work better and achieve goals (Bibi & Afsar, 2018). Furthermore, creative engagement can increase employee job satisfaction, making them more likely to work better and achieve goals (Fahrunnisa & Adhiatma, 2014). Creative engagement can increase employee motivation to work better. With better motivation, employee enthusiasm for innovation also increases. The results of research by Anwar et al. (2022) stated that employee creative engagement has a significant influence on job performance. Likewise, the results of research by Ximenes et al. (2019) stated that employee creativity has a significant influence on employee job performance. Based on the given description, creative engagement has a strong impact on employee job performance.

The results of this study found that creative engagement did not significantly mediate the effect of competence on employee job performance. This can be explained by the fact that creative engagement may not be directly related to employee competence, thus not mediating the effect of competence on performance (Budiprasetia & Lo, 2021). This also occurs when other factors, such as motivation, leadership or organisational culture, may be more dominant in influencing employee performance than other variables (Ng et al., 2020). The results of research by Febriantina et al. (2021) stated that leadership influences organisational citizenship behaviour (OCB). This means that employees are more willing to help the organisation without considering their competence. Furthermore, employee creative engagement does not always act as an intervening variable in the relationship between competence and employee performance. Employees with high competence can naturally perform well, even without high levels of engagement. Moreover, low levels of employee engagement do not have a significant impact on performance. In some types of jobs, such as highly technical jobs or jobs requiring a high level of specialisation, competence is the main determinant, so employee engagement may not have a significant mediating effect. Several studies on the relationship between competence, creativity, engagement and job performance have been conducted by previous researchers. The results of Mustaqim et al.’s (2024) study stated that competence has a significant impact on employee engagement. The results of Zhang and Bartolet’s (2010) study stated that employee creativity has a significant impact on job performance. The findings of Hassan et al. (2013), along with those of several other studies, indicate that competence has a significant impact on employee performance and creative engagement. Moreover, employee creative engagement has an influence on performance. However, creative engagement does not have a mediating impact on the influence of competence on job performance. Thus, there are other factors that are more dominant in influencing job performance, such as motivation, leadership and organisational culture.

This study shows that career development has a significant positive effect on employee job performance, mediated by creative engagement. Career development fosters higher levels of intrinsic motivation, which encourages creative engagement and consequently leads to improved performance and goal realisation (Feldman & Ng, 2008). Career development can enhance employee capabilities, thus making them more capable of engaging in creative engagement and improving their performance (Merchant, 2010). Furthermore, creative engagement can increase employee emotional engagement, thus making them more likely to perform better and achieve goals (Akkermans et al., 2015). Referring to these results, it can be stated that employee creative engagement acts as an intervening or mediating variable in the relationship between employee competence and performance. Employee creative engagement is employee involvement based on creative attitudes and thinking in planning, decision-making and implementing these activities to achieve organisational goals. The results of research by Pradhan and Shrestha (2021) state that career development has a significant influence on employee engagement. The results of research by Zhou et al. (2022) state that career development influences employee creativity. Meanwhile, the results of research by Ullah et al. (2022) stated that employee creativity has a significant influence on employee work performance. Research by Anitha (2014) found that creative engagement significantly influences employee work performance. This means that employee creative engagement is related to career development variables. Likewise, employee creative engagement is related to work performance variables. Therefore, it can be interpreted that creative engagement plays a significant role in influencing career development on employee job performance.

The findings of this study provide practical implications, namely that the Jember Regency Government, through the Jember Regency Education Office, is required to be able to manage aspects of competence, career development and employee creative engagement. These three aspects will be important for the Jember Regency Education Office to encourage employee performance (job performance) optimally. The most important aspect of this study is the focus on creative engagement, which significantly mediates the influence of career development on job performance. These findings and analyses conclude that district-level education offices need to focus on career development, with creative engagement as a mediating variable, to improve employee performance.

This research provides a theoretical contribution by examining the mediating role of creative engagement in relation to competence, career development and job performance. The mediating role of creative engagement in the relationship between career development and job performance is significant. Thus, creative engagement as a mediating variable in the relationship between competence and job performance can be both novel and theoretically beneficial.

The limitation of this study concerns the research object, which is only limited to employees of Jember Regency Education Office, so the generalisation of the results has not been achieved. Further research can be conducted with broader objects (regional or national). This research has limitations in the instrument variable of creative engagement. This variable, in this research, is a synthesis of creativity and engagement variables. The points of the instrument variables were developed based on the synthesis of these two theories. For future research, the creative engagement instrument should be developed with a more established concept or theory based on broader research studies. As for the theoretical implications, this study opens up opportunities for future research agendas to develop existing concepts related to organisational behaviour, especially employee creative engagement and employee performance.