Employee engagement mencerminkan keterikatan emosional dan sikap antusiasme pegawai terhadap perusahaannya. Penelitian ini bertujuan menguji pengaruh gaya kepemimpinan, jenjang karir, dan recognition terhadap employee engagement dengan kepuasan kerja sebagai variabel intervening. Penelitian dilakukan pada karyawan PDAM Tirto Panguripan menggunakan metode kuantitatif eksplanasi melalui analisis deskriptif dan inferensial. Data primer diperoleh melalui kuesioner, dengan sampel ditentukan menggunakan teknik purposive sampling dan perhitungan Slovin. Data dianalisis menggunakan perangkat lunak SmartPLS 3. Hasil penelitian menunjukkan bahwa gaya kepemimpinan, jenjang karir, dan recognition berpengaruh signifikan dalam meningkatkan employee engagement melalui kepuasan kerja. Recognition juga memiliki pengaruh langsung terhadap employee engagement, sementara gaya kepemimpinan dan jenjang karir hanya memengaruhi secara tidak langsung. Kontribusi penelitian ini terletak pada pengungkapan mekanisme peran kepuasan kerja sebagai variabel intervening dan pentingnya strategi pengelolaan SDM berbasis recognition untuk meningkatkan employee engagement secara efektif.

Employee engagement reflects employees' emotional attachment and enthusiasm toward their organization. This study aims to examine the influence of leadership style, career development, and recognition on employee engagement, with job satisfaction as an intervening variable. The research was conducted on employees of PDAM Tirto Panguripan using a quantitative explanatory method through descriptive and inferential analysis. Primary data were collected via questionnaires, with samples determined using purposive sampling and the Slovin formula. Data analysis was performed using SmartPLS 3 software. The findings indicate that leadership style, career development, and recognition significantly enhance employee engagement through job satisfaction. Additionally, recognition has a direct effect on employee engagement, while leadership style and career development influence indirectly. This study contributes by revealing the role of job satisfaction as an intervening variable and highlighting the importance of recognition-based HR management strategies to effectively improve employee engagement.