ABSTRACT: The dynamic changes in the business environment require organizations to manage human resources strategically, with work engagement as an important factor in improving employee effectiveness and productivity. This study aims to analyze the influence of Opportunity-Enhancing HR Practices and Authentic Leadership on Work Engagement, as well as to examine the moderating roles of Proactive Personality and Psychological Capital. The study employs a quantitative approach through a survey of 310 employees from various industrial sectors in Indonesia, with data analysis conducted using PLS-SEM through SmartPLS. The results indicate that Authentic Leadership and Proactive Personality have a significant positive effect on Work Engagement, while Opportunity-Enhancing HR Practices and Psychological Capital do not have a significant effect. In addition, Proactive Personality and Psychological Capital are not proven to moderate the relationship between organizational variables and Work Engagement. These findings indicate that employee work engagement is more strongly influenced by the quality of authentic leadership and individuals’ proactive characteristics than by organizational structural factors. This study provides practical implications for organizations to prioritize the development of authentic leadership and encourage proactive behavior to enhance work engagement, as well as theoretical contributions to enriching studies on the role of organizational and personal factors in the Indonesian organizational context.

KEYWORDS – Opportunity-Enhancing HR Practices, Authentic Leadership, Proactive Personality, Psychological Capital, Work Engagement.