Perceived Organizational Support and Self-Efficacy as Drivers of Employee Performance: A Moderated Mediation Model of Employee Engagement and Organizational Commitment
Abstract
This study aims to examine the associations of perceived organizational support and self-efficacy with employee performance, with employee engagement as a mediating mechanism and organizational commitment as a moderator of the employee engagement–performance relationship. A quantitative cross-sectional survey was conducted among 255 employees working in R&D and supporting functions within the electronics manufacturing industry in Tangerang Regency, Indonesia. Data were analyzed using partial least squares structural equation modeling (PLS-SEM) with SmartPLS 4.0. The results showed that perceived organizational support and self-efficacy were not significantly associated with employee performance directly, whereas both were positively and significantly associated with employee engagement. Employee engagement was positively and significantly associated with employee performance and significantly mediated the relationships of perceived organizational support and self-efficacy with performance. Organizational commitment did not significantly moderate the employee engagement–performance relationship. These findings indicate that organizational and personal resources are linked to performance primarily through employee engagement, underscoring engagement as a central explanatory mechanism. However, the cross-sectional design precludes causal and temporal inference, and reverse or reciprocal relationships cannot be excluded. Future longitudinal or experimental studies should test the temporal ordering of these relationships and examine whether alternative organizational conditions strengthen the engagement–performance link. Managerially, the findings support practices that foster engagement through supervisor support, recognition, autonomy, coaching, and meaningful work design.
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