<![CDATA[The dynamic nature of the international business environment requires organizations to possess a high capacity for adaptation in response to increasingly intense global competition. Organizational success is no longer determined solely by the availability of adequate physical facilities and infrastructure but is also highly dependent on the quality and optimization of employee performance. Therefore, strategic and comprehensive human resource management is essential for establishing and sustaining competitive advantage. Furthermore, the achievement of organizational objectives is strongly influenced by employees’ effectiveness in performing their formal duties as well as their willingness to demonstrate extra-role behavior. This study aims to examine the effects of job satisfaction and organizational commitment on employee performance, with Organizational Citizenship Behavior (OCB) serving as a mediating variable. The study involved 43 employees as respondents, with the sample limited to employees at the staff or clerical level up to manager. Additional information was obtained through a focus group discussion with the Human Resources Manager. The results indicate that job satisfaction has a positive but insignificant effect on employee performance, while organizational commitment also has a positive but insignificant effect on employee performance. In contrast, Organizational Citizenship Behavior has a significant effect on employee performance. Furthermore, job satisfaction has a significant indirect effect on employee performance through OCB as a mediating variable. Similarly, organizational commitment has a significant indirect effect on employee performance through OCB. These findings suggest that OCB plays an important role in strengthening the relationship between job satisfaction, organizational commitment, and employee performance.]]>
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