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The mediating role of employee engagement in the relationship between self-efficacy and organizational support on employee performance

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  • Dinda Lusiferina Amalia Utami

    (Univesity of Brawijaya)

  • Achmad Sudiro

    (Univesity of Brawijaya)

  • Noermijati

    (Univesity of Brawijaya)

Abstract

This study examines the impact of self-efficacy and organizational support on employee performance as mediated by employee engagement at the regional public companies, Perumda Air Minum Ngawi Regency. This study is explanatory research with a quantitative approach. The population in this study were all permanent employees of the Perumda Air Minum Ngawi. Saturated sampling was used in the sampling methodology. The study's sample consisted of 269 permanent Perumda Air Minum Ngawi employees with a minimum work period of one year. Data were collected through questionnaires distributed to respondents and analyzed quantitatively using Partial Least Squares (PLS). The results showed that self-efficacy and organizational support significantly affect employee performance. This study also indicates that self-efficacy and organizational support have a significant effect on employee engagement, and employee engagement has a significant impact on employee performance. Employee engagement can mediate the effect of self-efficacy and organization on employee performance. The results of this study advise the Perumda Air Minum Ngawi to maintain employee engagement and organizational support to improve employee performance. Key Words: self-efficacy, organizational support, employee engagement, employee performance, drinking water general company

Suggested Citation

  • Dinda Lusiferina Amalia Utami & Achmad Sudiro & Noermijati, 2023. "The mediating role of employee engagement in the relationship between self-efficacy and organizational support on employee performance," International Journal of Research in Business and Social Science (2147-4478), Center for the Strategic Studies in Business and Finance, vol. 12(5), pages 151-163, July.
    • Handle: RePEc:rbs:ijbrss:v:12:y:2023:i:5:p:151-163
    DOI: 10.20525/ijrbs.v12i5.2679
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