<![CDATA[This study examines the effects of Perceived Organizational Support (POS) and Work-Life Balance (WLB) on Employee Performance, with Employee Engagement serving as a mediating variable among private-sector employees in Samarinda City. A quantitative explanatory research design was employed, involving 100 respondents selected through purposive sampling. Primary data were collected using a five- point Lik ert-scale questionnaire and analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM) with SmartPLS 4. The results demonstrate that Perceived Organizational Support has a positive and significant effect on Employee Performance (β = 0.296; p < 0.001), while Work - Life Balance also has a positive and significant effect on Employee Performance (β = 0.265; p = 0.001). Furthermore, Employee Engagement significantly mediates the effect of Perceived Organizational Support on Employee Performance (β = 0.104; p = 0.011) and the effect of Work-Life Balance on Employee Performance (β = 0.133; p = 0.001). Both mediation pathways indicate complementary partial mediation, suggesting that POS and WLB enhance employee performance both directly and indirectly through Employee Engagement. The model explains 55.2% of the variance in Employee Performance and 42.8% of the variance in Employee Engagement. These findings highlight Employee Engagement as an important psychological mechanism through which organizational support and work -life balance are translated into improved performance. The study provides practical implications for private-sector organizations by emphasizing the importance of integrating organizational support, work-life balance initiatives, and employee engagement strategies to promote sustainable employee performance.]]>
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