Psychological Safety and Employee Performance in the Digital Workplace: The Mediating Role of Work Engagement

Abstract

This study aims to explore how psychological safety contributes to employee performance in a digitally mediated workplace and to examine the role of work engagement as the mechanism connecting these conditions. A qualitative case study was conducted at Madrasah Aliyah Nurul Jadid, Probolinggo, Indonesia. Data were collected through semi-structured interviews, non-participant observations, and documentation involving purposively selected employees and supervisors. Data were analyzed through data condensation, data display, and conclusion drawing and verification, while credibility was strengthened through source triangulation, technique triangulation, member checking, and peer discussion. The findings indicate that psychological safety encourages employees to communicate openly, seek assistance, express opinions, report difficulties, and participate without excessive fear of interpersonal consequences. These conditions strengthen work engagement, reflected in vigor, dedication, persistence, and active participation. Work engagement subsequently translates psychological safety into stronger employee performance through responsiveness, collaboration, initiative, task quality, and sustained responsibility. The study concludes that psychological safety improves performance primarily through work engagement. The findings imply that organizations should strengthen supportive communication, trust, recognition, and psychologically safe digital work practices.