Introduction: A substantial body of literature has examined the impact of psychological empowerment on individual and organizational outcomes. However, further investigation is still needed to clarify how empowered employees achieve higher levels of performance. The present study aimed to analyze the mediating roles of self-efficacy and affective commitment in the relationship between psychological empowerment and task-based job performance among employees.
Methods: This study employed a descriptive-correlational design. The statistical population consisted of all employees of the Iranian Red Crescent Society in 2025 (N = 436). Using random sampling, a sample of 239 employees was selected. Data were analyzed through structural equation modeling (SEM) using the partial least squares (PLS) approach with Smart-PLS 4 software.
Results: The findings indicated that psychological empowerment had a positive and significant effect on job performance, affective commitment, and self-efficacy. Self-efficacy emerged as the strongest predictor of job performance (β = 0.583, t = 12.818, p < 0.01). Moreover, the indirect effects of psychological empowerment on job performance through self-efficacy and affective commitment—both separately and sequentially—were significant at the 95% and 99% confidence levels.
Conclusion: Overall, the findings suggest that psychological empowerment enhances job performance both directly and indirectly by strengthening self-efficacy and affective commitment. These results highlight the critical role of motivational and attitudinal mechanisms in improving employee performance.