Ricky Purnama Kertapati

Type of the article: Research Article

Abstract
Performance management in public policing institutions remains a critical issue, particularly in developing countries characterized by hierarchical bureaucracies and formalized career systems. While previous studies have examined human capital and organizational factors separately, limited research has integrated these dimensions within a mediated–moderated framework. This study investigates the effects of training and development, self-efficacy, and career adaptability on police performance, with career development as a mediator and perceived organizational support as a moderator.
A census survey was conducted among 325 police officers in Aceh, Indonesia, and the data were analyzed using partial least squares structural equation modeling (SmartPLS 4). The results show that training and development and self-efficacy significantly enhance both career development and police performance. Career development has a significant positive effect on performance and mediates the relationships between training and development, self-efficacy, and performance. In contrast, career adaptability does not significantly influence career development or performance, nor does it exert a significant indirect effect through career development. Furthermore, perceived organizational support negatively moderates the relationship between career development and performance, indicating that higher levels of support weaken the positive influence of career development on performance.
The findings suggest that police performance is strengthened through investments in human capital and psychological resources supported by structured career systems. However, career adaptability appears to play a limited role in highly formalized policing environments. The study contributes to public management literature by highlighting the context-dependent role of career adaptability and the conditional influence of organizational support on police performance.