<![CDATA[Adaptive performance is crucial amidst technological disruption and rapidly changing work dynamics, but traditional performance evaluation models often fail to capture employee adaptive capacity. The urgency of this research lies in the need to identify the driving factors of adaptive performance through the integration of Perceived Organizational Support (POS), employee Readiness for Change (RFC), and Work Engagement (WE) in one comprehensive model, especially in the Indonesian public sector facing organizational transformation. This study aims to analyze the influence of POS on RFC and WE, as well as their impact on adaptive performance, including the mediating role of RFC and WE. A quantitative study with a survey design on 120 employees of PT PLN Nusantara UMRO in Jakarta, Gresik, and Medan, selected through purposive sampling. Data were analyzed using PLS-SEM. The results show that Perceived Organizational Support does not have a positive effect on Readiness for Change but has a positive effect on Work Engagement and Adaptive Performance. Work Engagement has a positive effect on Employee Readiness for Change, but on the contrary has a negative effect on Adaptive Performance. Readiness for Change has a positive effect on Adaptive Performance. The managerial implications of this study confirm a chain mediation where POS triggers change readiness and performance through Work Engagement. Management should design holistic programs that foster psychological work engagement, not just structural support, to ensure technical employees are ready to adapt and optimize operational performance sustainably.]]>
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