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All Journal Advances in Human Resource Management Research Vifada Management and Social Sciences
Mamat Rahmat
Universitas Indonesia Timur, Makassar, Indonesia
Humanities Decision Sciences, Operations Research & Management Economics, Econometrics & Finance Physics Social Sciences

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How Self-Efficacy Influences Traffic Police Performance: The Mediating Role of Organizational Commitment in Indonesia ? Muh. Asdar; Mamat Rahmat; Dedy Darmawan
Vifada Management and Social Sciences Vol. 4 No. 1 (2026): January - June
Publisher : Yayasan Vifada Cendikia Indonesia

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.70184/cqd35f29

Abstract

Purpose: This study examines the mediating role of organizational commitment in the relationship between self-efficacy and the performance of traffic police officers in Indonesia. It hypothesizes that self-efficacy positively influences performance both directly and indirectly through organizational commitment. Research Design and Methodology: A quantitative approach with a causal research design was employed. Data were collected through a structured questionnaire from 300 traffic police officers working in several major cities across Indonesia. The constructs of self-efficacy, organizational commitment, and performance were measured using validated and reliable instruments. Structural Equation Modeling (SEM) was utilized to test the proposed relationships and mediation effect. Findings and Discussion: The results reveal that self-efficacy has a significant positive effect on traffic police performance (β = 0.30, p < 0.001) and organizational commitment (β = 0.45, p < 0.001). Organizational commitment also significantly enhances performance (β = 0.40, p < 0.001). Furthermore, organizational commitment partially mediates the relationship between self-efficacy and performance, indicating that officers with higher confidence in their capabilities tend to develop stronger commitment, which subsequently improves their work performance. Implications: The findings suggest that police organizations should strengthen officers’ self-efficacy through continuous training and professional development while fostering organizational commitment through supportive human resource policies and employee engagement initiatives. These efforts may contribute to improved service effectiveness, organizational performance, and public safety outcomes.
The Role of Leadership Style, Motivation, and the Work Environment in Employee Performance Muhammad Asdar; Mamat Rahmat; Dedy Darmawan
Advances in Human Resource Management Research Vol. 3 No. 2 (2025)
Publisher : Yayasan Pendidikan Bukhari Dwi Muslim

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.60079/ahrmr.v3i2.1119

Abstract

Purpose: This study aims to analyze the roles of leadership style, motivation, and the work environment in employee performance at the Makassar Agricultural Quarantine Center and to identify the most influential organizational factors within a public agency. Research Design and Methodology: This study employed a quantitative approach supported by qualitative insights. Primary data were collected through a questionnaire distributed to all 34 employees of the Makassar Agricultural Quarantine Center. Data analysis was conducted using variance-based Structural Equation Modeling (SEM) with the Partial Least Squares (PLS) method. Model evaluation was performed by testing the measurement (outer) and structural (inner) models. Findings and Discussion: The results indicate that leadership style has a positive, though not significant, effect on employee performance. Motivation has a negative but insignificant effect on employee performance. Conversely, the work environment had a positive and significant effect on employee performance, underscoring the importance of a conducive work environment in improving performance. Implications: This study suggests that improving employee performance in public agencies is most effectively achieved by enhancing the work environment, strengthening leadership practices, and implementing a more adaptive reward system.
Co-Authors Dedy Darmawan Dedy Darmawan Muh. Asdar Muhammad Asdar