<p style="text-align: justify;"><em>This study aims to look at the phenomenon of quite quiting that exists in workers after returning to work activities in the office. This phenomenon is viewed from the engagement and well being of workers in the workplace. Quite quiting itself is a phenomenon that describes the behavior of workers who choose to quit doing work that is not their main job at work, and become less psychologically invested in work. The approach in this study uses quantitative research methods. There were 377 research subjects spread across 21 provinces in Indonesia. The results of this study indicate that employee engagement and well being owned by workers are high. This study illustrates that workers are able to psychologically invest both cognitive, emotional and behavioral in the work they do. Even workers feel psychologically prosperous in carrying out work. Based on these results, it appears that the workers in this study show committed behavior in carrying out their jobs.</em></p><p style="text-align: justify;"><strong><em>Keywords: </em></strong><em>Engagement, Quiet Quiting, Well Being, Worker</em></p>

<p>Abstract</p><p>This study aims to determine the effect of strength use on employee engagement and performance. This study uses a quantitative explanatory research approach, with 173 subjects of credit division at BPR Restu Group Central Java and DIY. Processing data in this study using the SPSS 20.00 program for windows by looking at the descriptive test and path analysis. There are three hypotheses proposed in the study and the results of the analysis show that H1, H2, and H3 can be accepted. The analysis results show that the value of Sig.F 0.000 &lt;0.05 for the three hypotheses. The contribution of the influence of strength use (X) to engagement (Y1) is 14.1%. Strength use (X) and engagement (Y1) also affect employee performance (Y2) by 37.2%. The results also indicate an indirect effect of strength use (X) on performance (Y2) through employee engagement (Y1). The more employees are able to use their strengths, the more engagement they have and indirectly will increase the employee’s performance.</p><p>Keywords: Engagement, Explanatory Research, Performance, and Strength Use</p>