PENGARUH KNOWLEDGE SHARING DAN SELF EFFICACY TERHADAP EMPLOYEE PERFORMANCE MELALUI EMPLOYEE ENGAGEMENT PADA KARYAWAN BANK MANDIRI CCO SURABAYA

THE INFLUENCE OF KNOWLEDGE SHARING AND SELF EFFICACY ON EMPLOYEE PERFORMANCE THROUGH EMPLOYEE ENGAGEMENT IN EMPLOYEES OF BANK MANDIRI CCO SURABAYA

Penelitian ini bertujuan untuk menguji dan menganalisis pengaruh knowledge sharing dan self efficacy terhadap employee performance melalui employee engagement pada karyawan Bank Mandiri CCO Surabaya. Teknik pengambilan sampel menggunakan sampel jenuh dengan total responden sebanyak 35 karyawan Bank Mandiri CCO Surabaya. Penelitian ini termasuk dalam jenis penelitian kuantitatif dengan menggunakan teknik analisis SEM-PLS yang dibantu software SmartPLS versi 4. Hasil penelitian yang didapat yakni, knowledge sharing tidak berpengaruh terhadap employee engagement. Self efficacy berpengaruh positif terhadap employee engagement. Employee engagement tidak berpengaruh terhadap employee performance. Knowledge sharing berpengaruh positif terhadap employee performance. Self efficcay tidak berpengaruh terhadap employee performance. Pada hasil hubungan tidak langsung, employee engagement tidak memediasi hubungan knowledge sharing dengan employee performance, serta tidak memediasi hubungan self efficacy dengan employee performance.

This study aims to test and analyse the effect of knowledge sharing and self efficacy on employee performance through employee engagement in Bank Mandiri CCO Surabaya employees. The sampling technique used saturated samples with a total of 35 respondents of Bank Mandiri CCO Surabaya employees. This research is included in the type of quantitative research using SEM-PLS analysis techniques assisted by SmartPLS software version 4. The results obtained are, knowledge sharing has no effect on employee engagement. Self efficacy has a positive effect on employee engagement. Employee engagement has no effect on employee performance. Knowledge sharing has a positive effect on employee performance. Self efficcay has no effect on employee performance. In the results of indirect relationships, employee engagement does not mediate the relationship between knowledge sharing and employee performance, and does not mediate the relationship between self efficacy and employee performance.