<![CDATA[Employee performance in highly standardized strategic manufacturing settings depends not only on technical competence but also on employees' confidence in their capabilities and the clarity of their work roles. This study examines the effect of Self Efficacy on Employee Performance at PT Pindad and tests Role Ambiguity as a moderating variable. Using a quantitative descriptive-verificative design, data were collected from 140 employees selected through convenience sampling from a population of 2,536 and analyzed using descriptive statistics, validity and reliability tests, classical assumption tests, and Moderated Regression Analysis. Self Efficacy had a positive and significant effect on Employee Performance (b = 0.998, p < 0.001), whereas Role Ambiguity had a negative and significant effect (b = -0.427, p < 0.001). The interaction between Self Efficacy and Role Ambiguity was positive and significant (b = 0.021, p = 0.004), indicating a quasi-moderating role, although its effect size was small (f² = 0.062). The full model explained 81.6% of the variance in Employee Performance (Adjusted R² = 0.816). These findings indicate that strengthening Self Efficacy and reducing role uncertainty are both relevant to employee performance, while the moderating contribution of Role Ambiguity should be interpreted as statistically significant but practically modest.]]>
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