This study shows the effect of perceived organizational virtuousness on work engagement. Based on social identity theory, the researchers hypothesize that organizational identification mediates the relationship between perceived organizational virtuousness and work engagement. This study analyzes data from online and offline questionnaires given to 84 participants from various work sectors. The measurements of the study are the Short Utrech Work Engagement Scale (UWES-9), Organizational Identification Scale, and Organizational Virtuousness Perceived Scale. The data were analyzed with regression analysis using SPSS 25.0. The results show that perceived organizational virtuousness significantly affected work engagement, perceived of organizational virtuousness was significantly related to organizational identification, organizational identification was significantly related to work engagement, and the relationship between perceived organizational virtuousness and work engagement was fully mediated by organizational identification. These findings support the social identity theory that organizational identity mediates the relationship between perceived organizational virtuousness and work engagement. This study provides a needed step forward to building a virtuous climate in an organization.

The purpose of this research was examining the role of perceived organizational support as a moderator in the relationship of affective commitment and workforce agility in the workplace. This study was specific respondents to permanent employees in the manufacturing industry. Participants in this study numbered 154 permanent employees at one company. The researcher uses convenience sampling. This study adopted three instruments: perceived organizational support survey with 15 items, affective commitment questionnaire with 6 items, and 39 items of workforce agility questionnaire. Using regression, perceived organizational support as a positive moderator of the relationship between affective commitment and workforce agility in the workplace (r=.27, p<0.05). Some recommendations made are that management should improve employees related to being emotionally attached, having the same identification with the organization, and involving the organization's activities and management should support employees by providing supervisory support; reward and job conditions; and perceived fairness.