Job Satisfaction as a Key Mechanism Linking Work Engagement and Self Efficacy to Performance

Abstract

This study examines the influence of work engagement and self-efficacy on employee performance, with job satisfaction as a mediating variable, in the context of a logistics company in Indonesia. Grounded in the Job Demands–Resources (JD-R) model and supported by Conservation of Resources and Social Cognitive theories, the research aims to address inconsistent findings in prior studies and provide empirical evidence from the logistics sector. A quantitative approach was employed using Structural Equation Modeling with Partial Least Squares (SEM-PLS). Data were collected through a closed-ended Likert-scale questionnaire from 52 employees using a census sampling technique. The measurement model was assessed through validity and reliability tests, while structural relationships were evaluated using bootstrapping procedures. The results indicate that work engagement has a significant positive effect on employee performance but does not significantly influence job satisfaction. Self-efficacy significantly affects job satisfaction but does not directly influence employee performance. Job satisfaction demonstrates a strong and significant positive effect on employee performance. Furthermore, mediation analysis reveals that job satisfaction does not mediate the relationship between work engagement and employee performance, but successfully mediates the effect of self-efficacy on employee performance. These findings suggest that enhancing employee performance requires strengthening work engagement and prioritizing job satisfaction, while self-efficacy contributes indirectly through its impact on satisfaction. The study provides practical implications for human resource management, particularly in improving performance through psychological and motivational factors within the logistics industry.