Daily Work Engagement as a Mediator in the Relationship Between Self-Efficacy and Supervisory Support Toward Daily Performance

Research on the dynamic nature of work engagement and performance remains limited. This study aims to explore the impact of work engagement on performance through daily measurements over three weeks. Additionally, it strives to determine the role of supervisory support and self-efficacy in the dynamic interplay between work engagement and performance. This quantitative research employs a field experiment method involving 103 sales professionals in a multinational company over three working weeks. The analysis utilizes the Linear Growth Model approach, and mediation analysis is conducted using Mplus software. The findings reveal that work engagement consistently demonstrates measured outcomes each week over the three weeks, while performance consistently declines. Self-efficacy and supervisory support are shown to contribute significantly to work engagement. Furthermore, work engagement is confirmed as a mediator between the roles of self-efficacy and supervisory support with performance. However, this mediating relationship only emerges during the 1st and 2nd week measurements.