Exploring the Effects of Psychological Safety, Organization-Based Self-Esteem, and Self-Efficacy on Job Performance

This study investigates the direct and indirect relationships between psychological safety and job performance, with organization-based self-esteem as a mediator and self-efficacy as a moderator. Drawn from the Job Demands-Resources model and social cognitive theory, the hypothesized moderated mediation model was tested using data collected from 387 employees working in an industrial-iron casting company through face-to-face and online surveys. The results show that higher levels of psychological safety positively impact job performance both directly and indirectly via organization-based self-esteem. Additionally, the indirect impact of psychological safety on job performance via organization-based self-esteem is contingent upon employees' levels of self-efficacy. Overall, the results highlight the importance of contextual and individual psychological resources in organizational settings.