The Role of Supervisory Support and Psychological Empowerment in Improving Human Resource Performance KPPBC Madya Customs Type A Semarang

Felicita Virda Kristyawardhana, Heru Sulistyo

Abstract


Based on the identified phenomena and research gaps, this study was conducted to address the issue of how to improve human resource (HR) performance through supervisory support with psychological empowerment as a mediating variable. This study aims to analyze the influence of supervisory support on psychological empowerment and HR performance, as well as the influence of psychological empowerment on HR performance. This study uses an explanatory research approach with the main variables being supervisory support, psychological empowerment, and HR performance. The study population included all HR at KPPBC Type Madya Pabean a Semarang, totaling 200 people, with a sample size of 160 respondents determined using a purposive sampling method based on the criteria of a minimum work period of five years and an age range of 20–25 years. Data collection was conducted through questionnaires using a semantic differential scale of 1–5, which is considered effective because it allows respondents to consider their answers more carefully. Data analysis was conducted using structural equation modeling based on Partial Least Square (PLS). The results of the study indicate that supervisory support has a positive and significant effect on psychological empowerment and HR performance, while psychological empowerment also has a positive and significant effect on HR performance. Although psychological empowerment is proven to be a significant mediator, the direct effect of supervisory support on HR performance (coefficient 0.330) is greater than the indirect effect through psychological empowerment (coefficient 0.264). This finding indicates that supervisory support has a stronger direct role in improving HR performance, while psychological empowerment strengthens this effect in the long term.

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