The company is an organization consisting of a group of people, working in carrying out various activities to achieve company goals. Human resources are very important for a company to achieve its goals. The success of an organization or company depends on the existence of its human resources. Quality human resources will produce good performance for individuals and make a positive contribution to the progress of the company. Human resources are employees and leaders who are in the company's organization, because the company's success in achieving its goals depends on its employees and leaders. Processing of human resources must be a thought and determinant of the success of organizational goals. Employees and organizations need each other, performance produced by an organization as a result of the performance of employees in the organization. To realize the desired goal, then one of the ways that must be taken is to improve employee performance that is by paying attention to competence, self-efficacy and organizational commitment.

Currently, classic problems often occur in an organization in various sectors in facing increasingly complex and competitive challenges to carry out its operations. In a dynamic business environment, employee performance is one of the key factors that influence the success of a company. One of the factors believed to influence employee performance is their competence and self-efficacy. Competence refers to knowledge, skills, and attitudes that are relevant to the tasks that must be carried out, while self- efficacy is an individual's belief in his ability to succeed in achieving the desired goals. Previous research has linked competency and self-efficacy with employee performance. For example, the study conducted by Johnson et al [1] found that employees who have a high level of competence tend to have better performance compared to those who have a low level of competence. Likewise, research conducted by Smith et al [2] showed that high self- efficacy is positively correlated with employee performance.

Although the relationship between competence, self-efficacy, and employee performance has been widely studied, there are still unresolved issues. One of the issues that is still being questioned is the role of organizational commitment as an intervening variable between competency and self-efficacy and employee performance. Organizational commitment refers to the level of loyalty, identification, and involvement of employees towards the organization where they work. In this context, organizational commitment is considered to be a mediating factor that strengthens the relationship between competency, self-efficacy, and employee performance.

Competence refers to knowledge, skills, and attitudes that are relevant to the tasks that must be carried out by an employee. High competence indicates that a person has the qualifications and skills needed to carry out the task properly. Previous research has shown a positive relationship between competency and employee performance. When employees have high competence, they tend to feel more engaged and involved in the organization they work for. High organizational commitment can increase employee motivation and dedication to achieve better performance. In addition, organizational commitment can also affect employees' perceptions of their duties and responsibilities, as well as affect the quality of the relationship between employees and superiors or co-workers.

Relevant studies exploring the relationship between self-efficacy, employee performance, and organizational commitment as intervening variables between self- efficacy and employee performance are research conducted by Lee et al [3]. This study focuses on the role of organizational commitment in explaining the relationship between self-efficacy and employee performance. In that study, self- efficacy was measured as an individual's belief in his abilities to carry out the tasks required in their job. High self-efficacy indicates that individuals feel confident and confident in overcoming work challenges and achieving good results.

Based on research conducted by Lee et al [3], self-efficacy has a direct influence on employee performance. Employees with high self-efficacy tend to perform better than those with low self-efficacy. High self-efficacy provides motivation and confidence in individuals to face tasks confidently, overcome obstacles, and try to achieve good results.

Employee performance is measured as the result of work tasks performed by individuals, such as productivity, quality of work, initiative or target achievement. High performance shows that individuals are able to achieve the expected results and make a significant contribution to the organization. In this context, when employees feel emotionally and psychologically attached to the organization, they tend to have higher motivation to do well. Strong organizational commitment can also influence employees' perceptions of their duties and responsibilities, as well as influence their relationships with superiors, co-workers, and the organization as a whole.

Organizational commitment is an important factor in the sustainabilitgyuoafrtdhe organization. Organizational commitment is loyalty or individual loyalty to the organization where they work. The higher the level of commitment, the more likely the individual will stay in the organization and perform well. Therefore, increasing organizational commitment is the main focus of management in achieving organizational goals.

In addition, organizational commitment also has an important role in explaining the relationship between self-efficacy and employee performance. Organizational commitment mediates this relationship by influencing employees' attitudes and behavior toward their jobs. Individuals with high organizational commitment tend to have strong motivation to perform well and strive to achieve organizational goals. High organizational commitment can also strengthen the positive effect of self-efficacy on employee performance by providing support and a sense of attachment to the organization.

Several previous studies have also provided preliminary evidence about the role of organizational commitment as an intervening variable. For example, research conducted by Brown et al [5] show that organizational commitment mediates the relationship between competence and employee performance. Another study conducted by Lee et al [4] show that organizational commitment also mediates the relationship between self-efficacy and employee performance.

Based on this background, the purpose of this study was to investigate the effect of competence and self-efficacy on employee performance, taking into account the role of organizational commitment as an intervening variable. In particular, this study will examine whether competence and self-efficacy directly affects employee performance, as well as whether organizational commitment mediates the relationship.

This research is expected to contribute to the understanding of the factors that influence employee performance. The results of this study can also provide practical guidance for companies in developing human resources, especially in improving employee competence and self-efficacy, as well as strengthening organizational commitment. In this regard, this research will also serve as a basis for developing more effective management strategies in improving organizational performance.

Competence

Competence, which refers to a collection of knowledge, skills and attitudes owned by an employee that allows him to carry out job duties properly. Competence can cover various aspects, such as technical knowledge, interpersonal skills, understanding of the work context, and the ability to solve problems. According to Kustiany states that competence needs attention from the leadership, especially those dealing with human resources and the work environment in the form of security, welfare, comfort and welfare of Human Resources employees who need to get the attention of the leadership so that the tasks assigned can run well. Meanwhile, according to Hendriani et al. [6], argues that competence is the ability to carry out activities in a job or function in accordance with expected work standards. From the above understanding, it can be concluded that competence is a characteristic that underlies a person who influences himself in thinking and acting while working to carry out activities in work or functions in accordance with expected work standards.

Meanwhile, according to Moeheriono [7] competency can also be defined as the underlying characteristics of a person related to the effectiveness of individual performance in his work or the basic characteristics of individuals who have a causal relationship or as a cause and effect with the criteria used as a reference, effective or excellent or superior performance at work or in certain situations. However, according to [8] the importance of competence is a combination of job maturity (ability) psychological maturation (willingness) and work experience that can direct one's own behavior. In the above understanding, it can be concluded that competence shows a combination of knowledge, skills, attitudes and characteristics possessed by individuals who carry out their duties and responsibilities effectively.

Factors that influence it are:

• Education and Training: Formal education and professional training can assist in acquiring the necessary knowledge and skills to develop competency in a particular field

• Work Experience: Relevant and diverse work experience can provide opportunities to develop practical competencies and broaden understanding in real work contexts

• Organizational Support: Support from organizations, such as employee development programs, mentoring, or access to relevant resources, can play a role in enhancing individual competencies

• Independent Learning: Willingness and motivation to learn independently, such as reading books, taking online courses, or seeking relevant learning opportunities, can assist in developing competencies.

• Performance Feedback and Evaluation: Constructive feedback and regular performance evaluations can help individuals identify their strengths and weaknesses in terms of competence, so that they can direct their efforts towards further development

• Supportive Work Environment: A supportive work environment, where collaboration, open communication, and a learning culture are practiced, can provide better opportunities for individuals to develop competencies

• Personal Motivation and Initiative: Intrinsic motivation and personal initiative to continuously learn and develop oneself can be a key factor in competence development

Self-Efficacy

Self-efficacy is an individual's belief in their ability to succeed in achieving goals and overcoming the challenges they face. Self-efficacy has a strong influence on a person's motivation, performance, and success in various areas of life. Self-efficacy according to Bandura in Kartika and Prihatsanti, is a vital self-dimension. This self-efficacy refers to self-confidence in one's own capabilities in doing something, especially in a task or job. Judge et al in Kartika and Prihatsanti also consider that self-efficacy this is a positive aspect of self-evaluation when doing self- understanding. In addition, according to Corsun and Enz in Subagyo [9] explaining self-efficacy is personal belief to explore potential abilities so that they can develop, so that it has a positive impact on job performance. Then Kreitner and Kinicki in Subagyo [9] define self-efficacy asconfidentindividual regarding the chance to complete something taskforces.

Based on this statement it can be implied that self-efficacy is the individual's confidence in the opportunity (opportunity) and the potential to complete a task or problem. Good self-efficacy in a person's persona will create motivation within him to complete a task painstakingly and achieve predetermined goals according to his abilities and capacities. A person's self-efficacy can be developed through a process that involves several influencing factors.

The following are several factors that can influence the development of a person's self- efficacy:

• Experience of success: Experience of success in dealing with a particular task or challenge can build self-confidence and increase self-efficacy. When a person achieves a set goal or overcomes a difficult obstacle, they will tend to feel more confident in their ability to deal with similar situations in the future

• Role models and observations: Observing other people who are successful in the same field or have the desired skills can influence the development of self- efficacy. Seeing how others overcome challenges, manage failure, and achieve success can provide inspiration and guidance for individuals to develop their own self-confidence

• Positive feedback: Positive feedback from others about individual abilities and achievements can increase self-efficacy. When people receive feedback that reinforces their abilities and accomplishments, they tend to feel more confident and confident in their abilities to achieve their desired goals

• Learning and knowledge: Development of knowledge and skills in the desired field can increase self-efficacy. With increased relevant knowledge and skills, individuals will feel more prepared and confident in facing the related tasks and challenges

• Social support: Social support from people around, such as friends, family, or mentors, can affect the development of self-efficacy. Emotional support, encouragement, and positive feedback from others can help individuals feel supported and confident in facing difficult tasks or challenges

• Realistic goal setting: Setting realistic and achievable goals can help individuals develop self-efficacy. By planning clear steps and achieving realistic goals incrementally, individuals can build self confidence  and  increase  their  self- efficacy over time

• Reflection and self-monitoring: Regularly reflecting on one's achievements, strengths, and progress can help in developing self- efficacy. By monitoring and recognizing their own progress, individuals can build self-confidence and motivate themselves to continuously improve self-efficacy

Employee Performance

Performanceis the result of an employee's action or ordinary performance of the employee's skills on duty. Employee Performanceis a measure of the extent to which an employee achieves or exceeds the goals, tasks, or standards set by the organization.Employee Performanceis the result of the activities carried out by employees over a period of time based on the professional performance of each that has been adapted to the industry or company. Performancecan be assumed to be the result of a method or profession in its achievements.

Therefore, every employee is required to have competence, namely expertise or ability to carry out duties or professions that are his responsibility or that which he is entrusted with. Performance is basically every application of an obligation or profession where there is an activity doing or changing the input (input) into something valuable output (output) for the product or the results of the activities in the activity. The employee performance indicators are the quality of work, quantity of work, timeliness, productivity.

The following are some general factors that can affect employee performance:

• Competence: Employee competency, namely the knowledge, skills, and attitudes possessed, can significantly influence their performance. The higher the competency level of employees in the relevant field, the more likely they are to achieve good performance

• Motivation: Employee motivation is an important factor in determining performance. High motivation can encourage employees to work diligently, dedicatedly, and try to achieve the set goals. Motivating factors such as recognition, fair rewards, and career development opportunities can positively influence employee performance 

• Leadership: Leadership style and the ability of a boss to manage and provide direction to employees can have a significant impact on performance. Good leadership, such as providing support, providing constructive feedback, and providing clear guidelines, can motivate and improve employee performance

• Work Environment: A good work environment, including positive organizational culture, effective communication, and teamwork, can affect employee performance. An enabling environment and providing social support can increase job satisfaction and motivation, which in turn can have a positive impact on performance

• Reward and Recognition System: A fair and clear reward and recognition system can provide incentives for employees to achieve good performance. Rewards, such as verbal recognition, promotions, bonuses, or other rewards, can increase employee   motivation   and   improve   performance

• Work and Personal Life Balance: A healthy balance between work and personal life can affect employee performance. When employees have a good balance between work responsibilities and time for personal life, they tend to be more focused, productive and perform well

• Training and Development Support: Organizational support in the form of training, skills development, and opportunities for career growth can improve employee performance. Through training and development, employees can increase their competence and feel more competent in carrying out work tasks

Organizational Commitment

Organizational Commitment is an important key in achieving organizational success. When organizational members are actively involved and highly dedicated to the company's goals and values, they are more likely to work hard, collaborate, and innovate to achieve better results. This paper aims to describe good and true organizational commitment and explain why it is important for organizational success. The concept of organizational commitment relates to the degree of involvement people have with the organization in which they work and are interested in remaining in that organization.

The Importance of Organizational Commitment with higher performance: Members of an organization who have a strong commitment tend to be more dedicated, motivated, and contribute optimally, which in turn increases individual and organizational performance as a whole [10]. Therefore the way to build strong Organizational Commitment is like having an inspiring leader: Organizational leaders must be a good example and inspire employees through vision, clear communication, and fair leadership [11].

The following are several factors that are generally considered to have an influence on organizational commitment:

• Leadership: Good and effective leadership can influence organizational commitment. Leadership that provides support, provides clear direction, and pays attention to the needs of employees can increase their sense of attachment and involvement with the organization

• Organizational Culture: A positive and inclusive organizational culture can affect employee commitment. When an organization has values that are in line with those of its employees and provides a supportive environment, employees will tend to be more attached to and involved in the organization

• Career Development Opportunities: Opportunities for career development and advancement in the organization can affect employee commitment. Employees who feel there is an opportunity to develop, advance, and achieve their career goals within the organization tend to have higher commitment

• Organizational Justice: Employees' perceptions of fairness in the organization, including fairness in decision making, distribution of resources, and fair treatment, can affect organizational commitment. Employees who feel they are treated fairly tend to be more engaged and have a higher commitment to the organization

• Work-Life Balance: Organizational support for work-life balance can affect employee commitment. Organizations that pay attention to and support a balance between the demands of work and personal lives of employees can increase their commitment to the organization

• Relationships among colleagues: Good relations between colleagues can influence organizational commitment. A positive work climate, strong teamwork, and social support among colleagues can increase employee commitment to the organization

• Job Satisfaction: A high level of job satisfaction can influence organizational commitment. Employees who are satisfied with their jobs, including pay, working conditions, recognition, and development opportunities, tend to have higher commitment to the organization

Framework

A framework is a concept or conceptual structure that is used to guide understanding, analysis, and research on a topic or phenomenon. The framework of thought provides a systematic framework for compiling arguments, identifying relevant variables, and connecting concepts logically Sugiyono.

In the process of forming a framework, researchers can conduct a literature review to identify theories, models, or concepts that are relevant to their research topic. The bibliography and citations collected from previous research are used to support and strengthen arguments and provide an understanding of previous research related to the topic being studied.

This study was made using independent variables, namely Competence (X1) and Self-Efficacy (X2) on the dependent variable, namelyEmployee Performance (Y2) with the intervening variable, namely Organizational Commitment (Y1). The following is a picture of the research model from the framework in this study:

Figure 1: Theoretical Thinking Framework (Research Model)

• H1: Competence has a positive effect on employee performance

• H2: Self-efficacy has a positive effect on employee performance

• H3: competence has a significant positive influence on organizational commitment

• H4: Self-efficacy has a positive influence on organizational commitment

• H5: Organizational commitment has a positive effect on employee performance

This study uses the Multiple Linear Regression Analysis method with the IMB SPSS program. Where to find out how much influence Competence, Self- Efficacy, and Work Motivation     have     on      Organizational     Commitment.

The Effect of Competence on Employee Performance

Competence is something that must be owned by a civil servant (ASN), by having the right competence, you will be able to understand what you have to do and what your function is in that job. A good understanding of the adequate functions and competencies of ASN will increase a high commitment to the organization. Research on the effect of competence on organizational commitment is shown by Bram Afrilyan's research which states that competence has a positive and significant effect on organizational commitment.

According to Radiyah Hasan Jan and Faradila Hasan [12] who stated that competency has a positive and significant effect on organizational commitment. And research conducted by Fakhrul Rozi Yamali [13] states that competency has a positive and significant effect on organizational commitment, meaning that ASNs with high competence can increase their commitment to the organization.

H1: There is a significant impact on competence Employee Performance

Effect of Self-Efficacy on Employee Performance

Employee performance is the result of work in quality and quantity achieved by an employee in carrying out his duties in accordance with the responsibilities given to him [2]. Zainal et al stated that performance is a real behavior that is displayed by everyone as work performance produced by employees according to their role in the company. Employee performance is a very important thing in the company's efforts to achieve its goals.

The performance of the State Civil Apparatus (ASN) as a result of the work achieved by ready civil servants in the organization is in accordance with employee performance targets and work behavior. It was further explained that employee performance targets are performance plans and targets to be achieved by civil servants that must be achieved annually. Performance indicators are a measure of work success achieved by every civil servant.

H2: There is a significant impact on Self-Efficacy Employee Performance

The Effect of Competence on Organizational Commitment

Competence is the work ability of each individual which includes aspects of knowledge, skills and work attitudes that are in accordance with the expected standardization. 

Competence can be seen from the attributes of knowledge, experience and knowledge possessed by the employee concerned and his ability can be improved through training and development. The level of competency possessed by ASN will affect commitment in carrying out their duties. ASN who have competence and are supported by strong self-efficacy tend to be committed to their organization.

H3: There is a significant impact of Competence on Organizational Commitment

The Effect of Self-Efficacy on Organizational Commitment

Self-efficacy plays a very important role in everyday life, someone will be able to use their potential optimally if their self-efficacy can support it. For self-efficacy is an individual's belief about his ability to perform tasks or actions needed to achieve certain results. Research on the relationship between self-efficacy and organizational commitment has been demonstrated by Marwan Adnan Rajak and Anjas Mukti Yallo which states that self-efficacy has a positive and significant effect on organizational commitment.

According to Amir Subagyo [9] argued that self-efficacy has a positive and significant effect on organizational commitment. And research conducted by Nira Avie Dyah Puspita Dewi states that self-efficacy has a positive effect on organizational commitment.

H4: There is a significant impact of Self-Efficacy on Organizational Commitment

The Effect of Organizational Commitment on Employee Performance

The results of research conducted by Murty and Hudiwinarsih and Anto Triyono revealed that organizational commitment partially has no significant effect on employee performance. Khan, found a positive relationship between performance and organizational commitment including its three aspects. Therefore, from the description above, the hypothesis can be formulated as follows 

H5: Organizational Commitment Has a Positive Effect on Employee Performance

In this research, it includes quantitative types that act as independent variables, dependent variables and intervening variables, namely the Effect of Competence and Self-Efficacy on Employee Performance through Organizational Commitment as Intervening Variables.

According to Sugiono population is defined as a generalized area consisting of objects/subjects with certain qualities and characteristics, determined by researchers to be studied and then drawn conclusions. In this case the population determined is the Semarang City ASN employees, totaling 100 people. Samples were taken using the judgment sampling method. In this study, the data collection method was carried out by distributing questionnaires. The data analysis method used is the Multiple Linear Regression analysis method, namely the validity test and the reliability test descriptively.

Validity and Reliability Test

Validity test is used to measure the validity of the research instrument. The research instrument is said to be valid if it is able to measure the variables studied. Ghozali said that a variable is said to be valid if the value of Corrected item total correlation>r table.

Reliability test to determine the consistency of a measuring instrument used in research. Ghozali states that a variable is reliable if the value of Cronbach's alpha>0.60.

Hypothesis Test

According to Ghozali states that the t statistical test basically shows how far the influence of one independent variable individually explains the variation of the dependent variable.

Competency Variable (X1)

Based on the distribution of the research questionnaire, there are competency variables from the number of respondents, so a descriptive analysis of the question items using the SPSS version 22 program is as follows: the results show that the average answer from respondents on the competency   variable shows  an  average score (mean) of 4.18. It can be concluded that most of the respondents tend to perceive that they have high work competence.

Self-Efficacy Variable (X2)

Based on the distribution of research questionnaires, there is a self-efficacy variable indicating that the average answer from respondents on the self-efficacy variable shows an average score (mean) of 3.96. It can be concluded that most respondents tend to perceive themselves as having high self-efficacy.

Organizational Commitment Variable (Y1)          

It is known that the organizational commitment variable shows that the average response of respondents to the organizational commitment variable shows an average score (mean) of 4.12. It can be concluded that most respondents perceive that they have high organizational commitment.

Validity and Reality Test

The results of the KMO test show that the number of KMO in the competency variable is 0.669 which exceeds 0.5 so that the research sample is sufficient for factor analysis. All competency indicators (X1) above are valid because it is known that 8 indicators have a loading factor exceeding 0.4. All of the self-efficacy indicators (X2) above are valid because it is known that 9 indicators have a loading factor exceeding 0.4. All indicators of work motivation (X3) above are valid because it is known that 6 indicators have a loading factor of more than 0.4. All indicators of organizational commitment (Y) above are valid because of the 12 indicators known to have a loading factor of more than 0.4.

Reliability Test

Reliability Test is a tool for measuring questionnaires which are indicators of variables. A questionnaire can be said to be reliable or reliable if the answers from the respondents to the statement items are consistent or stable. It can be seen that the variables in this study have met the requirements with the competency variable (X1) which has a  cronsbach's alpha  value  of 0.780, self- efficacy variable (X2) has a cronsbach's alpha value of 0.789, work motivation variable (X3) has a cronsbach's alpha value of 0.767, and the organizational commitment variable (Y) has a cronsbach's alpha value of 0.879. So that it can it was concluded that all the variables in this study were said to be reliable because they had cronsbach's alpha values above 0.7.

Hypothesis Test Results

Hypothesis 1 (H1)

Based on the results of the analysis of hypothesis testing, it can be explained that competence has a positive effect on organizational commitment (significance value

0.018<0.05 and β = 0.260). Thus hypothesis 1 states that competence has a positive effect on organizational commitment is accepted.

Hypothesis 2 (H2)

Based on the results of the analysis of hypothesis testing, it can be explained that self- efficacy has a positive effect on organizational commitment (significance value of 0.000<0.05 and β = 0.450). Thus hypothesis 2 states that self-efficacy has a positive effect on organizational commitment is accepted.

Hypothesis 3 (H3)

Based on the results of the analysis of hypothesis testing, it can be explained that work motivation has a negative effect on organizational commitment (significance value of 0.474>0.05 and β = -0.071). Thus hypothesis 3 states that work motivation has a positive effect on organizational commitment is rejected.

The Effect of Competence on Organizational Commitment

Based on hypothesis testing shows that competence has a positive effect on organizational commitment. This means that the higher the competence, the higher the organizational commitment, those who have competence in character can develop their expertise and skills and are responsible for their work, so that those concerned feel happy to do their best, full of challenges and have a career with enjoyable feelings. The findings of this study support the finding that competency has a positive effect on organizational commitment.

The Effect of Self-Efficacy on Organizational Commitment

Based on hypothesis testing shows that self-efficacy has a positive effect on organizational commitment. This means that the higher the level of self-efficacy, the higher the organizational commitment. This shows that those who have high self- efficacy and have a character where they feel able to work with colleagues and superiors, work methodically, and are always able to achieve goals in carrying out their duties, so that those concerned feel happy working with the best and full of challenges, and happy career. The findings of this study are in line with the findings of research by Marwan [15], Rajak, A and Yallo, AM, Subagyo, A [9], which states that self-efficacy has a positive effect on organizational commitment.

The Effect of Competence on Employee Performance

The effect of competency on employee performance has been widely studied in the human resource management literature. Several studies show a positive relationship between competence and employee performance. Following are some of the main findings from the related literature:

• A study conducted by Obeidat, Al Bakri, and Tarhini [16] found that interpersonal competencies, such as communication skills and the ability to work in teams, are related to employee performance. Employees who have good interpersonal competence tend to have better relationships with co- workers and are able to collaborate effectively, which contributes to an        increase          in         their          performance.

• Research by Hafeez, Javed, and Rizwan [17] shows that competencies related to understanding and implementing organizational values have a positive influence on employee performance. Employees who have a strong understanding of organizational values and are able to apply them in their daily work tend to achieve better performance.

• In general, the positive influence of competence on employee performance. Job-relevant competencies, whether technical or interpersonal, provide employees with the skills necessary to achieve the desired results. It is important for organizations to identify competencies that are critical in the context of their work and implement appropriate competency development strategies to improve employee performance. 

The Effect of Organizational Commitment on Employee Performance

Organizational commitment refers to the level of attachment, identification, and involvement of employees in the organization where they work. According to a study conducted by Rhoades and Eisenberger [18] found that organizational commitment can moderate the relationship between job stress and employee performance. Employees who have high commitment tend to be better able to cope with work stress and maintain good performance even in challenging situations.

Organizational commitment has a positive influence on employee performance. Highly committed employees tend to be more motivated, perform better, and have higher retention rates. Therefore, it is important for organizations to pay attention to and facilitate the development of employee organizational commitment in order to improve the overall performance and success of the organization.

Effect of Self-Efficacy on Employee Performance

Self-efficacy relates to employee performance through mechanisms of self- influence and self-regulation. Employees with high self-efficacy tend to organize themselves better, set more ambitious goals, and use effective strategies to achieve those goals, which in turn improves their performance.

The effect of self-efficacy on employee performance based on the findings:

• Research by Rigotti, Schyns, and Mohr [19] shows that self-efficacy is related to employee performance in stressful situations. Employee with high self-efficacy  tends to have a better ability to cope with pressure and stress at work, which has a positive impact on their performance

• The study conducted by Wang and Liao [20] found that employee self- efficacy influences organizational commitment. Employees who have high self- efficacy tend to be more engaged and committed to their organizations, which in turn can improve their performance

High self-efficacy has a positive influence on employee performance.

High self-efficacy can increase motivation, resistance to pressure, problem- solving skills, and commitment to the organization, which in turn contributes to better performance. It is important for organizations to pay attention to and support the development of employee self-efficacy in order to improve their performance.

• Competence has a positive and significant effect on Employee Performanceto ASN employees in Semarang City

• Self-efficacy has a positive and significant effect onEmployee Performanceto ASN employees in Semarang City

• Competence  has   a     positive and   significant   effect on Organizational Commitment to ASN employees in Semarang City

• Self-efficacy has a positive and significant effect on Organizational Commitment to ASN employees in Semarang City

• Organizational commitment has a positive and significant effect on Employee Performanceto ASN employees in Semarang City

Managerial Implications

This research was conducted to determine how much the factors that influenceEmployee Performance. The implication of the results of this study is that if the ASN organization in Semarang City intends to improve employee performance, then it should be able to increase self-efficacy, namely increasing individuals and organizations to be attracted to each other which will materialize when there is compatibility between one another, this is very influential. towards the organization in recruiting employees and also the attitude of employees to choose the job.

Five personality factors in outline are able to link personality with performance. The urge to work better, work according to procedures, be able to work permanently, and be responsible for work plays an important role in the process of realizing organizational goals.

The involvement of employees in the organization both emotionally and work as a form of implementing organizational commitment will be able to make a major contribution to the organization, so this must be implemented by employees in the dynamics of work in an organization.

Research Limitations     

Some of the limitations and weaknesses in this study include:

• This study only uses the variables competence, self-efficacy, Employee Performance, and organizational commitment, there are many other potential variables but have not been included in this research model,   so   they   can   be   added   to   future  research.

• This research was only conducted at a limited research location, namely the manager of health information management at the Semarang City Health Office, so the results of this study cannot be generalized to other research locations. It is necessary to conduct research with a wider object or different objects, for example in private companies which have different staffing characteristics from government agencies

• In addition to the limited research scope, the research variables are also limited to individual aspects of organizational behavior

• There were inaccuracies in filling out the questionnaire. This can be due to the different understanding of respondents and the many questions concerning individual opinions that cannot be separated from the element of subjectivity

Suggestion

Based on the conclusions above, there are several things that can be used as suggestions to improve employee performance for ASN Semarang City, including:

• The Health Service needs to continue to maintain and improve Competency values such as knowledge of organizational goals, similarities in organizational values, equality of organizational norms with employees, so that the Employees can work optimally so as to improve their performance

• Employee personality values, especially in the application of clear procedures, a sense of responsibility for their work, giving encouragement to work better, as well as a permanent work situation, need to be maintained to encourage increased employee performance at the Health Service. The way leaders/superiors pay attention to employees needs to be addressed by taking a more prudent approach

• The Semarang City Health Office must increase the application of values which include organizational commitment variables because employees do not fully understand the importance of applying organizational commitment values to improving employee performance

Future research recommendations

Recommendations that the author can convey for the implementation of future research are:

• Based on the research findings, the policy suggestion is that it is necessary to create a more conducive work environment by placing employees who are relatively young in age and supported by providing job training and developing competence and self-efficacy in order to build better organizational commitment so that they  can achieve  the  targets  that  have  been  set

• In future research it is necessary to deepen the research method by completing a questionnaire with open questions, so as to enrich and sharpen the analysis of this research data

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