Employee performance is an essential factor determining a company's success in achieving its organizational goals. One important factor that can affect how well employees perform is the level of perceived organizational support. Employees tend to thrive when they feel that their company fosters a supportive work setting, making them feel valued and recognized. This study seeks to explore how organizational support impacts employee performance, particularly by looking at employee engagement as a mediating variable.
The research involved employees from the F&B department at Puri Santrian A Beach Resort and Spa Sanur, and it included 54 respondents who were chosen using the census method. Data were gathered using an online survey sent out through Google Form. For analyzing this data, the study utilized path analysis with the help of SPSS version 22.0.
The findings show that organizational support positively and significantly impacts employee performance. Additionally, organizational support also positively affects employee engagement in a significant way. Moreover, employee engagement is shown to positively and significantly influence employee performance. It has been set up that worker engagement mostly intercedes the relationship between organizational back and representative execution. This research enhances the understanding of Social Exchange Theory and aims to provide companies with insights to improve organizational support, ultimately boosting employee engagement and performance in the workplace.
Human resources play a strategic role in supporting the success of the tourism sector, particularly in the hospitality industry, which heavily depends on service quality delivered to tourists. The rapid development of the tourism industry in Bali, accompanied by the increasing number of domestic and international visitors, requires hospitality businesses to employee competent, professional staff who are, capable of delivering excellent service. In an increasingly competitive environment, employee performance becomes a key factor that determines a company's ability to achieve its targets, maintain its reputation, and enhance its competitiveness (Gemilang & Riana, 2021).
Effective human resource management constitutes a primary requirement for hospitality companies to sustain and develop their business in the long term. Employees represent critical organizational assets and serve as a source of competitive advantage, as the quality of service provided largely depends on individual behavior and performance within the organization (Mokobombang & Natsir, 2024). Companies that fail to properly manage and develop employee potential face the risk of declining performance, which may ultimately hinder the achievement of organizational objectives (Sheta & Afriasih, 2023).
Puri Santrian A Beach Resort and Spa Sanur is a four star hotel in Bali that maintains high service standards, particularly within the Food and Beverage (F&B) departement, which plays a direct role in delivering service experiences to guests. To maintain this service quality, the company must ensure optimal employee performance. However, internal data obtained from the Human Resources Departement of Puri Santrian A Beach Resort and Spa Sanur indicate a declining trend in the performance of F&B departement employees over the past three years. A summary of employee performance data for the F&B departemen for the 2023-2025 period is presented in Table 1.
[Table 1 omitted for brevity as requested by format, but represents source data]
Based on Table 1, the percentage of employees categorized under low performance increased annually, reaching 25,93 percent in 2025. In contrast, the proportion of employess classified under high and very high performance demonstrated a declining trend over the same period. This condition indicates potential issues in human resource management that may affect service quality, particularly in the F&B departement, which operates under high work intensity and demanding service standards. Preliminary observations suggest that these issues are associated with insufficient and irregular training and development programs, high workload, and employee age factors that contribute to decreased productivity.
Employee performance alludes to the level of work achievement accomplished by an person in carrying out relegated errands in understanding with organizational responsibilities and set up benchmark (Liyani & Maryati, 2024). High performance enhances productivity, service quality, and corporate image, whereas low performance may reduce customer satisfaction and hinder the achievement of organizational objectives (Hartono & Riwayati, 2024). Therefore, companies must understand the factors influencing employee performance in alignment with organizational characteristics and conditions.
One aspect that affects how well employees perform is the level of perceived organizational support. This term means how much employees feel that their organization appreciates their efforts and shows concern for their welfare (Putra & Raharja, 2023). Based on Social Exchange Theory, the relationship between employees and the organization operates on the principle of reciprocity, whereby employees respond to favorable organizational treatment by demonstrating behaviors and performance that benefit the organization (Niza & Putra, 2024). When employees feel supported, valued, and cared for, they are more likely to exhibit improved performance (Abdullahi et al., 2024).
In addition to organizational support, employee engagement constitutes another important factor influencing performance. Worker engagement speaks to a positive mental state characterized by vigor, devotion, and full association in work exercises (Lestari et al., 2023). Employees with high levels of engagement demonstrate enthusiasm, commitment, and maximum effort in achieving organizational goals (Anuari et al., 2020). Regular backing from the organization can boost employee involvement, leading to improved performance.
While many studies have shown that organizational support and employee engagement positively impact performance, some earlier research has yielded mixed results. Research conducted by Wiranti et al. (2024), Diana & Frianto (2021), and Berdiyana et al. (2022) found that the support from organizations did not significantly impact employee performance. These discrepancies reveal a research gap that needs more exploration, especially by including employee engagement as a factor that mediates this relationship.
The issue of decreasing worker effectiveness within the F&B department at Puri Santrian A Beach Resort and Spa Sanur underscores the need to investigate how organizational backing and employee involvement contribute to enhancing performance. Subsequently, this inquire about extreme to investigate the affect of seen organizational help on worker execution, whereas considering representative engagement as a intervening figure among the staff within the F&B division at Puri Santrian A Beach Resort and Spa Sanur.
This research utilizes Social Exchange Theory as its main theoretical framework. Social Exchange Theory describes how connections between people and organizations are founded on the concept of reciprocity, where individuals generally respond to favorable treatment they encounter with actions and mindsets that serve the organization's interests (Simbula et al., 2023). When workers feel recognized, valued, and backed by the company, they tend to exhibit greater dedication, involvement, and enhanced productivity (Sulistyan et al., 2020).
The study proposes four hypotheses: H1 (Perceived organizational support has a positive and significant effect on employee performance), H2 (Perceived organizational support has a positive and significant effect on employee engagement), H3 (Employee engagement has a positive and significant effect on employee performance), and H4 (Employee engagement mediates the relationship between perceived organizational support and employee performance).
This research utilized a numerical methodology featuring a causal associative framework. The research was conducted at Puri Santrian A Beach Resort and Spa Sanur. The sample consisted of 54 employees for the F&B department, chosen employing a census technique. Information was gathered via surveys and interviews.
The demographic analysis shows a workforce dominated by male employees (51.9%) with a tenure of 6-10 years (57.4%). Statistical tests confirm the validity and reliability of the instruments. Path analysis reveals that perceived organizational support positively impacts employee engagement (Beta 0.897) and employee performance (Beta 0.325). Furthermore, employee engagement significantly influences employee performance (Beta 0.655). The Sobel test confirms the mediating role of employee engagement (Z-value 4.523).
This ponder reinforces the understanding of Social Trade Hypothesis by illustrating that steady organizational bolster can upgrade representative engagement, which in turn energizes workers to move forward their execution. These discoveries give a establishment for Puri Santrian A Shoreline Resort and Spa Sanur to assess and alter its human asset administration approaches in arrange to fortify representative execution and organizational competitiveness The findings of this study suggest that employees’ performance improves with higher perceived organizational support. Additionally, perceived organizational support positively influences employee engagement. Moreover, it has been demonstrated that employee engagement plays a mediating role between perceived organizational support and employee performance. Based on these findings, several managerial implications can be proposed. First, the company is encouraged to evaluate the system for setting work targets and align them with employees abilities and characteristics.