<![CDATA[This study examines the relationship between perceived organizational support (POS) and task performance (TP) among Indonesian civil servants by comparing proactive work behavior (PWB) and person-job fit (PJF) as parallel mediating mechanisms. A quantitative cross-sectional design was employed using data collected through an online survey of 308 civil servants working under the Directorate General of Corrections at the Ministry of Law and Human Rights of the Republic of Indonesia. Respondents participated voluntarily and were selected through convenience sampling. The data were analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM) with SmartPLS 4.1. The results show that POS was positively related to TP (β = 0.44; t = 6.48; p < 0.001) and PJF (β = 0.57; t = 10.48; p < 0.001), while PJF was positively related to TP (β = 0.33; t = 4.77; p < 0.001). PJF complementarily mediated the relationship between POS and TP (β = 0.18; t = 5.01; p < 0.001). Conversely, POS was not significantly related to PWB (β = 0.00; t = 0.04), although PWB had a small positive relationship with TP (β = 0.09; t = 1.97; p < 0.05). Consequently, the indirect relationship through PWB was not supported (β = 0.00; t = 0.04). The model explained 32% of the variance in PJF and 46% of the variance in TP. Theoretically, these findings integrate Organizational Support Theory, Conservation of Resources Theory, and the Theory of Work Adjustment by demonstrating that organizational support relates to performance primarily through a fit-based rather than a proactivity-based mechanism. Practically, public organizations should prioritize competency-based training, coaching, role clarification, and better alignment between employee capabilities and job demands. Overall, strengthening person-job fit represents a more effective route for translating organizational support into improved civil servants’ task performance.]]>
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