Job Satisfaction as a Key Mechanism Linking Work Engagement and Self Efficacy to Employee Performance
https://doi.org/10.56225/ijfeb.v4i3.519
Keywords:
Work Engagement, Self-Efficacy, Job Satisfaction, Employee Performance, SEM-PLSAbstract
Employee performance remains a critical concern for organizations, particularly in the logistics sector, where operational efficiency and productivity are essential. However, fluctuations in performance and inconsistent findings across prior studies indicate that the relationships among work engagement, self-efficacy, job satisfaction, and employee performance remain poorly understood. Moreover, there is limited empirical evidence that simultaneously examines these variables in the logistics industry context. This study examines the effects of work engagement and self-efficacy on employee performance, with job satisfaction as a mediating variable in the logistics sector. A quantitative approach was employed using Partial Least Squares Structural Equation Modeling (PLS-SEM) based on data collected from 52 employees through a structured questionnaire. The results indicate that work engagement does not have a significant effect on job satisfaction but has a significant positive effect on employee performance. In contrast, self-efficacy significantly influences job satisfaction but does not directly affect employee performance. Job satisfaction emerges as the strongest predictor of employee performance. Furthermore, mediation analysis reveals that job satisfaction does not mediate the relationship between work engagement and performance, but fully mediates the relationship between self-efficacy and performance. These findings highlight that employee performance is more strongly driven by job satisfaction than by direct psychological factors alone. The study concludes that organizations should prioritize enhancing job satisfaction while simultaneously strengthening employees’ self-efficacy and engagement to achieve optimal performance outcomes.
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