The Effects of Digital Competence and Perceived Organizational Support on Employee Performance through Employee Engagement at PT XYZ

Digital transformation in manufacturing requires employees to use digital systems while maintaining operational quality and productivity. This study proposes a model to examine the effects of digital competence and perceived organizational support on employee performance through employee engagement at PT XYZ, a manufacturing company where digital technologies have been adopted but are not yet used across all processes. Drawing on the digital competence framework, perceived organizational support theory, and work engagement literature, the study specifies digital competence and perceived organizational support as independent variables, employee engagement as a mediator, and employee performance as the dependent variable. A quantitative explanatory design is proposed using an employee survey and, where available, company performance indicators. The measurement model and structural relationships can be evaluated using partial least squares structural equation modeling, with bootstrapping to test indirect effects. Because company-level survey data have not yet been supplied, this manuscript does not report fabricated coefficients, significance values, or empirical findings. Instead, it provides a reproducible research protocol, conceptual model, hypotheses, measurement plan, and result tables to be populated after data collection. The proposed study may help clarify whether employee engagement explains how individual digital capability and organizational support are associated with performance in a partially digitized manufacturing environment.