¹Zikril Maulana, ²Muhammad Adam, ³Mukhlis Yunus

¹Master of Management Study Program, Faculty of Economics and Business, Syiah Kuala University

²Master of Management Study Program, Faculty of Economics and Business, Syiah Kuala University

³Master of Management Study Program, Faculty of Economics and Business, Syiah Kuala University

DOI : https://doi.org/10.58806/ijsshmr.2026.v5i3n08

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ABSTRACT

This study aims to examine the influence of competence and job satisfaction on employee performance and its subsequent impact on the performance of the Pidie Civil Service Police Unit, with organizational support serving as a moderating variable. The population for this study consisted of all 245 employees of the Pidie Civil Service Police Unit. The sample was a subset representing the entire population; however, a saturated sampling technique was employed, meaning the entire population was used as the sample. Data analysis was conducted using SEM. The results indicated that organizational support, competence, job satisfaction, employee performance, and organizational performance at the Pidie Civil Service Police Unit were all rated in the good category. Hypothesis testing revealed that competence and job satisfaction had a positive and significant effect on employee performance. Additionally, competence, job satisfaction, and employee performance had a positive and significant effect on organizational performance. Employee performance also significantly mediated the relationship between competence and job satisfaction and organizational performance. Furthermore, organizational support moderated the effect of employee performance on organizational performance.

KEYWORDS:

Organizational Support, Competence, Job Satisfaction, Employee Performance, Organizational Performance

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Cite this Article:Maulana, Z., Adam, M., & Yunus, M. (2026). The Effect of Competency and Job Satisfaction on Employee Performance and its Impact on the Performance of the Pidie Police Civil Servants Unit with Organizational Support as Moderator. INTERNATIONAL JOURNAL OF SOCIAL SCIENCE HUMANITY & MANAGEMENT RESEARCHS, 5(3), 490-496. https://doi.org/10.58806/ijsshmr.2026.v5i3n08

VOlUME 05 ISSUE 03 March 2026