<![CDATA[Shift-based Network Operation Center work requires continuous vigilance and rapid responses. Although attendance remained high and relatively stable, persistent lateness and fluctuations in several performance indicators showed that employee performance was not fully stable. Previous studies have reported inconsistent findings regarding the direct effects of psychological safety and work engagement on employee performance and the mediating role of job satisfaction. This study examines the direct and indirect relationships among psychological safety, work engagement, job satisfaction, and employee performance. A quantitative explanatory survey was conducted among all 116 shift employees of the Network Operation Center Division at PT Cipta Karya Technology using saturated sampling. Likert-scale questionnaire data were analyzed using partial least squares structural equation modeling with SmartPLS. Psychological safety, work engagement, and job satisfaction positively and significantly affected employee performance. Psychological safety and work engagement also positively and significantly affected job satisfaction. Furthermore, job satisfaction significantly mediated the effects of psychological safety and work engagement on employee performance. The novelty lies in integrating these direct and mediated relationships within the specific context of shift employees in a 24-hour Network Operation Center in the telecommunications sector. The findings highlight psychological safety, work engagement, and job satisfaction as complementary resources for improving employee performance.]]>
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