<![CDATA[This study investigates how competence, delegation, and knowledge sharing are associated with early-career employee performance in star-rated hotels in Denpasar City, Bali, and whether workplace communication mediates these relationships. Drawing on the performance framework of Gibson et al., the study positions workplace communication as a process through which individual and organizational resources are translated into coordinated work behavior. An explanatory quantitative, cross-sectional design was applied to 125 permanent or contract employees aged 18–35 years with six months to five years of organizational tenure. Data were collected using a 25-item five-point Likert questionnaire and analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM) in SmartPLS. The measurement model met the specified reliability, convergent-validity, and discriminant-validity criteria. The structural model explained 43.1% of the variance in workplace communication and 49.5% of the variance in performance. All direct and indirect hypotheses were supported. Delegation had the strongest effect on workplace communication (β = 0.376), knowledge sharing had the strongest direct effect on performance (β = 0.328), and workplace communication positively affected performance (β = 0.243). Workplace communication provided complementary partial mediation for the effects of competence, delegation, and knowledge sharing on performance. The findings emphasize structured delegation, interactive knowledge sharing, competence development, and routine two-way feedback as mutually reinforcing practices for early-career employees in hospitality.]]>
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