1.

INTRODUCTION
At present, the challenge of increasing performance in organizations is increasing along
with efforts to manage workplace quality, globalization, and also increasing public
expectations, all of which are directed at broad organizational goals of quality in the
context of the last few decades (Musabah et al., 2017). Performance in an organization
must always be considered, because performance is used as a reference as a result of
work completion which represents the level of achievement of each job and the
fulfillment of expectations, policies, or requirements in the official role of the organization
(Wardani & Eliyana, 2020). According to K.R. & Dr. A., (2017) 'the success of any
organization depends on the performance created by its employees'. This happens
because the efficient and effective utilization of employees cannot be defeated by
anything else, because each employee of the organization is a unique asset owned by the
organization. So that in creating an increase in performance, the organization and
employees must be able to work well together. In addition, performance can be seen as a
multi- dimensional concept that distinguishes between task performance and contextual
performance (Babalola, 2016). This research will focus on task performance which refers
to the skills of individuals related to the activities they carry out in contributing to the
'technical core' of the organization. Such contributions can be direct (in the case of
production employees), and indirect (in the case of human resources employees) or both.
Organizations in increasing task performance will be able to face many challenges
and obstacles to address the needs of all people who need related organizational products
or services. In maintaining the right human resources or employees in influencing the
increase in task performance in the organization, this study will use the mediating role of
work engagement and organizational commitment. The concept of work engagement is
very important for organizational success, and it is imperative for organizations today to
develop an improvement strategy in fostering well-engaged employees (Alqarni, 2016).
Because work engagement will be closely related to various positive organizational
results. In addition, emphasizing the need for organizational commitment is also an
important condition for increasing organizational effectiveness, competitiveness and
sustainability (Omugo et al., 2016). Individuals who work in an organization not only
hope to work for the organization, but also express their willingness to work hard in that
organization. According to Acheampong et al., (2016) employees who are well equipped
and have a high organizational commitment are likely to be very effective which is also
very important for every organization.

Thus, this study will aim to examine organizational behavior in influencing their task
performance, and examine aspects of work engagement and organizational commitment
as mediation. Therefore, this study will carry out an analysis of the variables used
through a study.
2. LITERATURE REVIEW:

2.1 Theory Basis

2.1.1 TASK PERFOMANCE:

With regard to work performance, the suggestions made by Borman & Motowidlo cited by
Acheampong et al., (2016) distinguish work performance as two different groups of
behavior. They suggest that work performance includes behavior in the role (namely task
performance) as well as extra role behavior (namely contextual performance). Task
performance is described as behavior that directly or indirectly contributes to the
technical core and service activities of the organization. Meanwhile, contextual
performance on the other hand is related to other constructs such as prosocial
organizational behavior. The notion of performance will lead to a measure of quality and
quantity that is good in a certain period of time, which is influenced by many factors and
is implemented with the responsibility of employees to achieve organizational goals and
represent the level of achievement of each job (Muzakki et al., 2019). Task performance
refers to performance in roles that lead to results and behaviors that are required
formally and directly to meet organizational goals (Yongxing et al., 2017). The
performance task is considered to include meeting company goals and an effective sales
presentation because it can emphasize performance mediation to achieve proper
organizational goals.
Add Definition in the end:

2.1.2 ORGANIZATIONAL COMMITMENT:

Organizational commitment is defined as a strong desire or motivation to become a

member of an organization, and thus they are expected to make high-level efforts on
behalf of the organization because they will strongly believe in accepting organizational
values and goals (Muradli & Ahmadov, 2019). Organizational commitment also refers to
the extent to which an employee experiences a sense of community with the organization
and employees will side with the organization because they have the intention to
maintain their membership in the organization (Syabarrudin et al., 2020). Employees
with high organizational commitment will have a strong desire to become part of the
organization and they will make efforts towards organizational targets and organizational
values at a high level (Diana et al., 2020). Organizations need employees with a high level
of organizational commitment so that the organization can continue to survive and
improve the services and products it produces (Setiawan et al., 2019). Employees with
higher organizational commitment are employees who are more stable and productive, so
that in the end they also bring more benefits to the organization. Organizational
commitment has three main characteristics, namely affective commitment, continuous
commitment, and normative commitment.

Add Definition in the end

2.1.3 WORK ENGAGEMENT:

Work engagement is defined as a satisfying, positive, and work-related state of

mind that is characterized by vigor, dedication, and absorption (Schaufeli et al.,
2002). Vigor will refer to a higher level of individual psychological energy and
resilience at work, dedication is characterized by pride, enthusiasm, motivation,
and challenges, while absorption is marked by someone who is able to fully
concentrate to refuse to stop his work (Safrizal et al., 2020). Work engagement is
not focused on certain people, objects, events or behaviors, but is related to work
that reflects high internal motivation. Work engagement is very important for the
organization because it contributes to profits, and benefits employees because
the employees involved can refer to better work performance (Yongxing et al.,
2017). In addition, work engagement is a very popular concept, because work
engagement can accurately predict the results of important employees, teams and
organizations (Bakker & Albrecht, 2018). This is because work engagement is
dedicated and focused on work activities, and dedicated employees can show
openness to new experiences and more creativity in the innovations that the
organization needs.
Add Definition in the end:

2.1.3 JOB SATISFACTION:

Job satisfaction represents a positive attitude or favorable emotion of the
employee towards the activity carried out enhancing the working environment
and thus contributing to a favorable atmosphere in the workplace. This attitude
reflects a high degree of employee wellbeing and is often associated with the desire
to show more dedication towards the organization. A satisfied employee will show
reduced turnover intention, making considerable efforts not only at better
integration, but also to represent the organization with dignity and pride. Job
satisfaction is perceived as a good indicator of employee wellbeing or as a
dimension of employee happiness regarding the workplace. This employee attitude
is of paramount importance for human resource managers who understand that
maintaining employees in the long run, and increasing engagement and
performance depends on job satisfaction. Job Satisfaction is assimilated with an
employee’s contentment with the organization it is also an accumulation of work
situations shaped by the relationship between the employee and co-workers, the
relationship with supervisors, the working environment, value of work, pay grade,
the manner in which the work done favors personal health, work
acknowledgement, promotion opportunities, job security, and degree of
organizational concern for the employee’s needs, etc. Organizations that deem
their employees to be internal clients manage to maintain and, over time, increase
their level of satisfaction. When an organization offers sustained support to their
employees in their development, by appreciating them, supporting them, and
acknowledging their merits, they will be significantly more satisfied with their work
done.
Add Definition in the end:

2.2 HYPOTHESIS DEVELOPMENT

2.2.1 Work Engagement and Task Performance

Employees who have been involved in work engagement often experience positive
and happy emotions which make them more sensitive to opportunities at work, more
friendly and helpful to others, and more confident and optimistic in achieving high
task performance (Yongxing et al., 2017) . That way, work engagement can be very
beneficial for employees and organizations because involved employees can show
better task performance (Bakker & Albrecht, 2018). Work engagement is also defined
as a satisfying, positive, and work-related state of mind that is characterized by vigor,
dedication, and absorption (Schaufeli et al., 2002). Therefore, employees who are
involved in work engagement are usually equipped with a high level of energy and
are enthusiastically involved in their work (Yongxing et al., 2017). In addition, those
with work engagement often feel the totality of their work so that time passes
quickly, and the individuals involved will still perform well. Employees who are
involved in work engagement are also more likely to help their colleagues. At the
team level, team work engagement was found to be positively related to team task
performance (Costa et al., 2015). Because work engagement has an important
movement effect in the team (Gutermann et al., 2017). According to Bakker et al.,
(2014) employees with work engagement have been shown to coincide with an
increase in the level of task performance. Due to their strong dedication and focus on
their work activities, it will lead those involved to create task performance in a better
role.

2.2.2 Organizational Commitment and Task Performance

Organizations will always want to improve employee organizational commitment,
because people expect employees who are psychologically related to the organization
to be more satisfied and productive (Musabah et al., 2017). Lately organizational
commitment has become a promising research area because it plays a bridge role in
the resulting performance (Berberoglu, 2015). Social exchange theory has been used
to explain how organizations implement and practice various mentoring activities or
generate ideas that allow employees to feel the organization trusts them (Babalola,
2016). As a result, employees develop organizational commitment and lead to
increased task performance (Piening, Baluch, & Salge, 2013). Employees with
organizational commitment are likely to perform better than employees who are less
committed because they exert more effort on behalf of the organization towards its
success and strive to achieve its goals and mission (Jafri and Lhamo, 2013). Baptiste,
(2008) has found that there is a relationship between employee organizational
commitment and increased task performance. Committed human resources are very
important for organizational effectiveness because they can play a big influence in
supporting an organization's competitive advantage.

Frame-Work

Task Organizational Work Engagement

Performance Commitment

Job Satisfaction