<![CDATA[Human-resource systems in state-owned manufacturing enterprises must sustain employee performance while managing workforce contraction, promotion pipelines, and rising competency demands. This study examines whether talent management and self-efficacy improve employee performance among Grade III employees of PT Petrokimia Gresik and whether intrinsic motivation explains these relationships. A quantitative explanatory design was applied using survey data from 153 Grade III employees. Talent management, self-efficacy, intrinsic motivation, and employee performance were measured using structured Likert-scale indicators adapted from validated organizational-behaviour instruments and company-specific performance practices. Data were analysed using partial least squares structural equation modelling (PLS-SEM), including indicator reliability, convergent validity, discriminant validity, composite reliability, R-square, predictive relevance, and mediation testing through bootstrapping. Talent management positively influenced employee performance and intrinsic motivation. Self-efficacy also showed positive effects on intrinsic motivation and employee performance. Intrinsic motivation significantly improved employee performance and mediated the effects of both talent management and self-efficacy on employee performance. The model explained 62.0% of the variance in employee performance and 52.6% of the variance in intrinsic motivation. Employee performance in the studied company is shaped by an integrated interaction between organizational talent practices, individual self-belief, and intrinsic motivational processes. Strengthening talent development, career mobility, recognition, and self-efficacy-oriented development can enhance performance through deeper internal motivation.]]>
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