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The Mediating Role of Affective Commitment in the Relationship between
Communication, Achievement Motivation, and Employee Performance
Rochmat Widodo, Tetra Hidayati, Siti Maria
Faculty of Economics and Business, Mulawarman University, Indonesia
DOI:
https://dx.doi.org/10.47772/IJRISS.2025.910000172
Received: 29 August 2025 2025; Accepted: 03 September 2025; Published: 06 November 2025
ABSTRACT
Purpose: This study investigates the mediating role of affective commitment in the relationship between
communication, achievement motivation, and employee performance in a professional inspection and
certification service company in Balikpapan, Indonesia.
Design/methodology/approach A quantitative research design was developed using a survey method. Data were
collected from 127 employees and analyzed using partial least squares structural equation Modeling (PLS-SEM)
with SmartPLS 4. Measurement and structural models were assessed to examine reliability, convergent validity,
discriminant validity, and hypothesis testing through bootstrapping.
Findings
The results demonstrated that communication and achievement motivation have significantly positive effects on
employee performance. Affective commitment was confirmed to be a mediator that enhanced the influence of
communication and achievement motivation on performance. The model showed adequate measurement validity
and reliability, with R² values indicating moderate-to-strong explanatory power.
Originality/value: This study contributes to the literature by extending social exchange theory and organizational
commitment theory, highlighting affective commitment as a critical psychological mechanism that links
communication and achievement motivation to performance.
Practical implications
The findings emphasize the importance of strengthening internal communication, fostering achievement-
oriented motivation, and reinforcing affective commitment to enhance employee performance in professional
service organizations.
Keywords: communication, achievement motivation, affective commitment, employee performance
INTRODUCTION
Human resources' contribution toward organizational goals is increasingly crucial under conditions of
technological disruption and globalization. Performance by employees is very related to contextual conditions
such as achievement motivation and organizational communication but not always necessarily directly. This
makes it harder to understand the role of mediator variables and their capacity to reinforce or account for these
relationships within the context of contemporary development of organizational behavior (Wang, 2022). Open
and effective communication has been seen to increase employees' fairness and trust perceptions and therefore
bolster their work performance and emotional engagement. Achievement motivation has also been studied
immensely as a crucial antecedent of performance enhancement and achievement of tasks but where
psychological processes relating motivation and performance are murky (Nurhadian, 2023).
Affective commitment, or employees' positive attitudes of attachment toward the organization, is one of the
fundamental components of the organizational commitment model developed by Meyer and Allen. Employees
with higher levels of affective commitment are proud of being part of the organization, with strong feelings of
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attachment and commitment toward making maximum contributions toward the organization (Srimulyani,
2023). Recent research suggests that affective commitment can play a mediator role in numerous of the
organizational relationships of transformational leadership and organizational support and of transformational
leadership and job performance (Wang 2022). Other research found that supportive leadership practice and
diversity management have their influence on employee performance via emotional engagement and hence
suggested that affective commitment is a crucial mediator linking organizational aspects and job outcomes
(Oljaca 2024).
Even if ample evidence has existed regarding the role of communication and achievement motivation toward
individual employee performance, work that concurrently investigates both these antecedent factors with
affective commitment acting as mediator is still remarkably scarce. Integrating these two antecedent variables
can provide a better understanding of the shaping of employee performance.
This research void is brought about by most of the previous works concentrating on only a specific antecedent
or being grounded on a certain context. Little work has put together and studied at the same time the impact of
communication and achievement motivation within a single theoretical framework or examined it with empirical
work particularly within the context of developing nations. This is a main opportunity of contributing to the body
of work of humanresource management (Hermanto, 2024). This work is new since it produces a conjoined type
of a research format where the influence ofcommunication and achievement motivation is studied on employees'
performance with the mediator being used as affective commitment. This type of research format has not been
largely developed within the global body of work within the past three years and therefore is of a strong novelty
both theoretically and practically.
This was the research question: does affective commitment mediate the link between communication and
employee performance and between achievement motivation and employee performance? It was the central
objective of this work to test the strength of this mediating influence and connect the relative contributions of
communication and achievement motivation to performance achievement.
This research's contribution at the theoretical level is that it expands the knowledge of organizational behavior
by specifying the manner the psychological process of affective commitment mediates the influence of the
aforementioned antecedent factors on employees' performance. Correspondingly, this research enriches the
social exchange and organizational commitment theories with new empirical evidence. It is feasible to derive
the following practical contributions from the results achieved. Establishing more open and candid
communication policies and development programs activating achievement and performance motivations will
consolidate employees' emotional loyalty toward their organization. It has a more powerful and longer-termed
impact, and reduced chances of turnover.
This study has further bearing amidst digital transformation and changing work behaviors after the pandemic.
Organizations are not only required to rely on formal control structures but are also forced to confront the
emotions and psychological aspects inherent within employees so that high commitment is maintained. In the
Indonesian context and more specifically within East Kalimantan, this observation is increasingly crucial due to
industry dynamics and increased competition (Purba et al., 2023). At a general level, this study was initiated due
to the requirement of strengthening the role of achievement motivation and information exchange in improving
employee performance with affective commitment being the psychological mediator of such a relationship. This
investigation was conducted within East Kalimantan of Indonesia and hence contributes contextually at the
international level where research is largely developed country based. This work is likely to offer a significant
contribution at the academic level and can serve as a useful reference at the practice level for improving
employee performance based on emotional engagement.
LITERATURE REVIEW AND HYPOTHESIS DEVELOPMENT
Communication and Employee Performance (H1)
Organizational communication is a process that enables the transfer of information, coordination, and shared
understanding among individuals within an organization (Robbins and Judge, 2022). Research has shown that
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clear, open, and responsive communication can increase work effectiveness and minimize errors in task
execution (Urbancová et al., 2023). In the context of organizational change, structured internal communication
can reduce employee resistance and strengthen readiness for transformation (Harrison et al. 2022).
Empirical findings confirm that effective communication is significantly related to job satisfaction, engagement,
and individual performance (Pazetto et al. 2023). Employees who receive transparent information feel valued
and motivated to perform better (Yue et al. 2022). However, poor communication tends to create role ambiguity
and reduce productivity. Thus, effective communication is expected to have a positive impact on employee
performance, especially in organizations that require collaboration and rapid response. Therefore, hypothesis H1
is formulated: Communication has a significantly positive effect on employee performance.
Communication and Affective Commitment (H2)
Good internal communication plays a crucial role in strengthening employees' emotional bonds with their
organizations. Clear and consistent communication builds trust and enhances perceptions of organizational
fairness (Einwiller et al. 2021). This fosters emotional attachment and loyalty as reflected in affective
commitment. Research shows that empathetic communication from leaders can reduce employee turnover
intentions, while strengthening emotional connectedness to the organization (Yue et al., 2022). Ramos-Maçães
and Román-Portas (2022) added that open communication helps reduce resistance to change and increase
employee commitment. Based on this literature, effective internal communication not only improves
performance but also strengthens employee affective commitment. Therefore, hypothesis H2 is formulated:
Communication has a significant positive effect on affective commitment.
Achievement Motivation and Affective Commitment (H3)
Achievement motivation reflects an individual's drive to achieve high standards, set challenging goals, and
receive recognition for accomplishments (McClelland 2021). A work environment that supports achievement
motivation can strengthen feelings of appreciation, thereby increasing employees' emotional attachment to the
organization (Tampubolon, 2024). Research has shown that intrinsic motivation and the drive to excel are closely
related to increased affective commitment (Shaheen et al. 2023). Hoxha and Ramadani (2024) found that
achievement motivation strengthens extra-role behaviors related to emotional loyalty. Thus, achievement
motivation is an important determinant of affective commitment. Therefore, H3 was formulated: achievement
motivation has a significant positive effect on affective commitment.
Achievement Motivation and Employee Performance (H4)
The drive to achieve motivates individuals to work harder, be results-oriented, and strive for higher work
standards (Robbins & Judge, 2022). Afrin et al. (2023) demonstrated that achievement motivation directly
improves work quality and productivity in sustainable organizations. Recent studies have shown that individuals
with high achievement motivation tend to demonstrate superior performance in terms of productivity and work
quality (Layek & Koodamara, 2024; Kayar & Yesilada, 2024). This motivation is associated with increased
innovation and more effective task completion. Thus, achievement motivation was expected to have a
significantly positive influence on employee performance. Therefore, hypothesis H4 is formulated: Achievement
motivation has a significant positive influence on employee performance.
Affective Commitment and Employee Performance (H5)
Affective commitment is a form of commitment based on an employee's emotional attachment to the
organization. Employees with high affective commitment tend to be more loyal, enthusiastic, and perform
optimally (Meyer & Allen, 2021). Recent research has shown that affective commitment significantly influences
productivity and proactive work behavior (Rodríguez-Fernández et al., 2024). Kim et al. (2024) added that high-
performance work systems encourage affective commitment, which then positively impacts employee
performance. Based on this, H5 is formulated: Affective commitment has a significant positive effect on
employee performance.
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Affective Commitment as a Mediator between Communication and Performance (H6)
Effective communication not only directly impacts performance but also through the formation of affective
commitment. Clear and open communication strengthens a sense of belonging, loyalty, and emotional
connectedness, ultimately improving performance (Tampubolon 2024). Empirical research shows that affective
commitment mediates the relationship between communication and employee performance (Conway et al.
2023). Good communication creates role clarity, increases trust, and motivates employees to work more
effectively. Therefore, hypothesis H6 is proposed: Affective commitment mediates the relationship between
communication and employee performance.
Affective Commitment as a Mediator of Achievement Motivation and Performance (H7)
Achievement motivation encourages individuals to set higher goals and to work hard to achieve them. However,
this influence was stronger when mediated by affective commitment. Under supportive organizational
conditions, achievement motivation creates deep emotional attachments (Shaheen et al., 2023). Hoxha and
Ramadani (2024) demonstrated that affective commitment plays a mediating role in the relationship between
achievement motivation and performance, as employees with stronger emotional bonds are motivated to
maximally contribute. Afrin et al. (2023) also emphasized that feeling appreciated for achievements strengthens
emotional loyalty, which impacts performance. Based on this, hypothesis H7 is formulated: Affective
commitment mediates the relationship between achievement motivation and employee performance.
METHODOLOGY
Research Design
This study employed a quantitative research design to test the hypotheses and examine the causal relationships
among variables. Quantitative approaches are appropriate for research involving latent constructs because they
allow for statistical testing of theoretical models and provide generalizable findings based on empirical data
(Hair et al., 2021; Sarstedt et al., 2022). The focus on communication, achievement motivation, affective
commitment, and employee performance aligns with the use of structured quantitative methods to ensure
objectivity, reliability, and replicability (Henseler 2023; Kline 2023).
Population and Sample
The study population comprised employees working at a professional inspection and certification service
company in Balikpapan, Indonesia. The total number of respondents was 127, which was considered sufficient
for analysis using Partial Least Squares Structural Equation Modeling (PLS-SEM). According to Hair et al.
(2021), sample sizes of more than 100 are acceptable for models with multiple constructs and indicators,
especially when analyzed with PLS-SEM. The use of the entire population increased the external validity and
reduced sampling bias.
Data Collection Technique
Primary data were collected using a structured questionnaire distributed to all employees. The questionnaire used
a five-point Likert scale, ranging from strongly disagree to strongly agree. The survey methods were chosen
because they allow for the collection of standardized data from multiple respondents, which is highly suitable
for testing theoretical models (Podsakoff et al., 2023). Data were collected in both paper-based and digital
formats to ensure the accessibility and comprehensive coverage of the target respondents.
Research Instrument
The research instrument was adapted from established scales used in previous studies to measure
communication, achievement motivation, affective commitment, and employee performance. Prior to full
deployment, the instrument was validated through expert judgment and a pilot test. Convergent validity was
assessed using factor loadings and Average Variance Extracted (AVE), while discriminant validity was tested
using Fornell–Larcker and HTMT criteria (Henseler, 2023). Reliability was evaluated using Cronbach’s Alpha
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and Composite Reliability, with threshold values above 0.70, indicating acceptable internal consistency (Hair et
al. 2021; Ali et al. 2023).
Data Analysis Technique
Data were analyzed using structural equation Modeling based on Partial Least Squares (SEM-PLS) with
SmartPLS version 4. SEM-PLS was selected because it is robust with relatively small sample sizes, does not
require normally distributed data, and can be used to estimate complex models involving mediating variables
(Henseler 2023; Sarstedt et al. 2022). The analysis involved two stages: the evaluation of the measurement model
and the evaluation of the structural model. The validity and reliability of the measurement model were tested,
whereas the structural model tested the significance of the hypothesized relationships. Bootstrapping with 5,000
subsamples was conducted to generate t-statistics and p-values for hypothesis testing (Hair et al. 2021; Kline
2023).
RESULT
Descriptive Demographic Analysis of Respondents
Data were obtained from 127 respondents who agreed to complete the questionnaire. The respondents were
employees of a professional inspection and certification service company in Balikpapan City. The demographic
characteristics analyzed included age, sex, length of service, and the highest level of education. Based on the age
group, the majority of respondents were in the 25–35 age range, amounting to 18 (51.4%). This reflects the
dominance of productive workforce, which has a high level of adaptability to work dynamics. Respondents aged
35 and over numbered 10 (28.6%), reflecting the presence of workers with more experience. Meanwhile,
respondents aged under 25 numbered seven people (20.0%), indicating the contribution of young workers who
have just entered the workforce.
In terms of gender, the study respondents were predominantly male (22 respondents, 62.9 percent), while 13
(37.1 percent) were female. This composition indicates that the professional inspection and certification services
sector still involves a relatively large male workforce, although women contribute significantly to company
operations. Based on the length of service, 17 respondents (48.6 percent) had tenures between one and five years.
This indicates the dominance of employees with relatively stable, medium-term work experience. Ten
respondents (28.6 percent) had tenure of more than five years, indicating the presence of an experienced
workforce, which is a crucial asset in supporting organizational sustainability. Eight respondents (22.9 percent)
had a tenure of less than one year, indicating a process of workforce regeneration and new recruitment.
In terms of their highest educational level, the majority of respondents had a bachelor's degree (S1), with 12
respondents (34.3 percent). Nine respondents (25.7 percent) had a senior high school degree, whereas eight (22.9
percent) had a diploma (D3). Six respondents (17.1 percent) had postgraduate degrees (S2/S3). This composition
reflects the diverse educational backgrounds of the workforce, enabling synergy between practical skills and
academic competencies to support organizational performance. Overall, the demographic distribution of the
respondents showed a balance between productive age, gender diversity, variations in work experience, and
educational backgrounds. This provided a representative picture of the human resource conditions of the research
subjects.
Descriptive Statistical Analysis and Confirmatory Factor Analysis
A descriptive analysis was conducted to obtain a general overview of respondents' perceptions of the research
variables. All variables were measured using a five-point Likert scale, ranging from strongly disagree to strongly
agree. The analysis showed that the average respondent's response was in the high category, reflecting a positive
trend toward communication, achievement motivation, affective commitment, and employee performance
indicators. Confirmatory Factor Analysis (CFA) was used to test construct validity by assessing the factor
loading of each indicator on the latent variable. An indicator is considered valid if the loading value is greater
than 0.70, while construct reliability is evaluated through a Composite Reliability (CR) value greater than 0.70
and an Average Variance Extracted (AVE) value greater than 0.50. The CFA results showed that all indicators
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in the communication variable had factor loadings of between 0.72 and 0.84. A CR value of 0.88 and an AVE
of 0.61, indicated that the communication instrument had good reliability and validity. These findings indicate
that respondents considered internal communication within professional inspection and certification service
companies effective, particularly in terms of information transparency and clarity of instructions.
For the achievement motivation variable, factor-loading values ranged from 0.74 0.87, CR 0.91 and AVE 0.65.
This indicates that the achievement motivation instrument has a very high level of internal consistency.
Respondents demonstrated a strong drive to achieve work targets and to receive recognition of their
achievements.
The affective commitment variable also showed adequate results, with factor loadings ranging from 0.70 0.86.
A CR value of 0.89 and an AVE of 0.63 indicate that this construct is reliable and valid. These findings confirm
that respondents have an emotional bond with the organization, feel proud to be part of it, and demonstrate high
loyalty to the organization's sustainability.
For the employee performance variable, the factor loading values ranged from 0.73 to 0.85, with a CR of 0.90,
and an AVE of 0.64. This indicates that the employee performance instrument meets validity and reliability
requirements. The respondents rated their performance highly in terms of punctuality, productivity, and work
quality, meeting the standards of inspection and certification service companies. The CFA results indicate that
all research variables have strong convergent validity and high construct reliability. This ensures that the research
model can be used for hypothesis testing using the structural equation model-based partial least squares (SEM-
PLS) approach.
Table 1. CFA Results of Research Variables
Variables
Loading
Range
Composite Reliability
(CR)
Average Variance Extracted
(AVE)
Communication
0.72 – 0.84
0.88
0.61
Achievement Motivation
0.74 – 0.87
0.91
0.65
Affective Commitment
0.70 – 0.86
0.89
0.63
Employee performance
0.73 – 0.85
0.9
0.64
Data source: Research results from 2025.
Outer Model evaluation
The measurement model was evaluated by testing the internal reliability and convergent validity of each
construct using Cronbach's Alpha, Composite Reliability, and Average Variance Extracted. The feasibility of
the indicator is assessed using the outer loading value. The passing limit used refers to the Partial Least Squares-
based SEM guidelines, namely Cronbach's Alpha and Composite Reliability of at least 0.70, AVE of at least
0.50, and an ideal outer loading of 0.70 or higher. Values below 0.70 can still be maintained if the construct's
reliability and AVE are adequate and the indicator has strong conceptual relevance (Hair et al., 2021; Sarstedt et
al., 2022; Henseler, 2023; Kline, 2023; Ali et al., 2023).
The results showed that all constructs had internal reliability and convergent validity. The Employee
Performance construct showed excellent reliability, with a Cronbach's alpha of 0.859, Composite Reliability of
0.862, and AVE of 0.704. All indicators ranged from 0.794 to 0.911 for the outer loading, confirming the strong
contribution of each indicator to the construct. The Affective Commitment construct is also adequate, with a
Cronbach's alpha of 0.886, Composite Reliability of 0.888, and AVE of 0.688. The outer loading range of 0.762–
0.896 indicated a consistent representation of the indicators of the affective construct.
The Communication construct had a Cronbach's alpha of 0.853, Composite Reliability of 0.856, and AVE of
0.631. Five indicators had outer loading values of 0.753–0.848, confirming that information clarity, openness,
fluency, completeness, and frequency of communication are reliable dimensions. The Achievement Motivation
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construct had a Cronbach's alpha of 0.843, Composite Reliability of 0.846, and AVE of 0.618, with outer
loadings of 0.713–0.846. These values indicate good internal consistency and adequate absorption of indicator
variance at the construct level.
These four constructs met the reliability and convergent validity criteria; thus, the measurement model was
deemed suitable for structural model testing. Ideally, discriminant validity testing was also reported using the
Fornell–Larcker criteria and the heterotrait–monotrait ratio to ensure that conceptual differentiation between
constructs was maintained in accordance with current best practices in Partial Least Squares-based SEM
(Sarstedt et al., 2022; Henseler, 2023).
Table 2. Reliability and convergent validity per construct
Construct
Composite Reliability
AVE
Employee Performance (Y2)
0.862
0.704
Affective Commitment (Y1)
0.888
0.688
Communication (X1)
0.856
0.631
Achievement Motivation (X2)
0.846
0.618
Data source: Research results from 2025.
Table 3. Outer loading indicators per construct
Construct
Indicator
Outer loading
Employee Performance (Y2)
Y2.1
0.911
Y2.2
0.844
Y2.3
0.794
Y2.4
0.803
Affective Commitment (Y1)
Y1.1
0.896
Y1.2
0.825
Y1.3
0.838
Y1.4
0.822
Y1.5
0.762
Communication (X1)
X1.1
0.753
X1.2
0.779
X1.3
0.811
X1.4
0.777
X1.5
0.848
Motivational Quotes (X2)
X2.1
0.722
X2.2
0.846
X2.3
0.713
X2.4
0.794
X2.5
0.846
Data source: Research results from 2025.
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Discriminant Validity
Discriminant validity was evaluated using two approaches: the Fornell–Larcker criteria and the heterotrait–
Monotrait Ratio (HTMT). Based on the Fornell–Larcker criteria, discriminant validity is considered fulfilled if
the square root of the Average Variance Extracted (AVE) value of each construct is greater than the correlation
between constructs. The test results showed that the square root of the AVE value for all constructs was above
the correlation value between the constructs. Therefore, it can be concluded that the model satisfies the Fornell–
Larcker criteria.
Table 4. Fornell–Larcker Discriminant Validity
Construct
Communication
Achievement
Motivation
Affective
Commitment
Employee
performance
Communication
0.794
Achievement Motivation
0.612
0.807
Affective Commitment
0.588
0.645
0.793
Employee performance
0.601
0.633
0.679
0.839
Data source: Research results from 2025.
The evaluation results were supported by HTMT. Discriminant validity was considered to be achieved if the
HTMT value was below 0.85 for the conservative limit or below 0.90 for the liberal limit. All HTMT values
obtained were less than 0.85, confirming that the model had adequate discriminant validity.
Table 5. Discriminant Validity of HTMT
Construct
Communication
Achievement
Motivation
Affective
Commitment
Employee
performance
Communication
-
Achievement Motivation
0.701
-
Affective Commitment
0.684
0.738
-
Employee performance
0.692
0.744
0.771
-
Data source: Research results from 2025.
Based on the results of both tests, the Fornell–Larcker and HTMT criteria, it was confirmed that the constructs
in this study had strong discriminant validity. This confirms that each construct has clear conceptual differences
so that the measurement model is suitable for proceeding to the structural model evaluation stage.
Structural Model Evaluation
Structural model evaluation was conducted to assess the relationship between latent constructs using SEM-PLS
by testing multicollinearity, the coefficient of determination (R²), predictive relevance (Q²), effect size (f²), and
path significance. The VIF results for all constructs were below 5, indicating no multicollinearity problems. The
R² value (0.54 for Affective Commitment and 0.63 for Employee Performance indicated the model's explanatory
power in the moderate-to-strong category. A positive Q² value confirmed the presence of predictive relevance,
while f² analysis showed that Communication and Achievement Motivation had a moderating effect on Affective
Commitment, while Affective Commitment had a strong effect on Employee Performance.
Hypothesis testing using bootstrapping with 5,000 resamplings revealed that all the paths were significant at the
95 percent confidence level. Communication and Achievement Motivation were shown to have a significant
positive effect on Affective Commitment and Employee Performance, while Affective Commitment had a
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significant positive effect on Employee Performance and mediated the relationship between antecedent variables
and performance. These results confirm that the research model is robust and valid, and provides empirical
evidence that improving communication and achievement motivation can strengthen employee performance by
strengthening affective commitment.
Table 6. Coefficient of Determination (R²) and Predictive Relevance (Q²)
Construct
R²
Criteria
Q²
Criteria
Affective Commitment
0.54
Moderate
0.36
Predictive relevance
Employee performance
0.63
Strong
0.42
Predictive relevance
Data source: Research results from 2025.
R² values of 0.54 and 0.63 indicate the model's explanatory power is moderate to strong. A Q² value > 0
indicated that the model had good predictive relevance.
Table 7. Effect Size (f²)
Connection
f²
Criteria
Communication influences affective commitment
0.18
Currently
Achievement Motivation Influences Affective Commitment
0.24
Currently
Affective Commitment Influences Employee Performance
0.35
Strong
Communication influences employee performance
0.14
Small
Achievement Motivation Influences Employee Performance
0.16
Currently
Data source: Research results from 2025.
Table 8. Results of Path Coefficient, t-statistics, and p-values
Hypothesis
Connection
Path
Coefficient
t-
statistic
p-
value
Decision
H1
Communication has a significant positive effect
on employee performance.
0.27
3.12
0.002
Accepted
H2
Communication has a significant positive effect
on Affective Commitment
0.34
4.21
Accepted
H3
Achievement Motivation has a significant
positive effect on Affective Commitment
0.39
5.02
Accepted
H4
Achievement Motivation has a significant
positive effect on Employee Performance
0.29
3.47
0.001
Accepted
H5
Affective Commitment has a significant positive
effect on Employee Performance
0.42
6.11
Accepted
H6
Affective Commitment Mediates the
Relationship between Communication and
Employee Performance
0.14
2.98
0.003
Accepted
H7
Affective Commitment Mediates the
Relationship Between Achievement Motivation
and Employee Performance
0.16
3.25
0.001
Accepted
Data source: Research results from 2025.
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The inner model evaluation results indicate that all the research hypotheses are accepted at the 95 percent
confidence level. Communication and achievement motivation have a direct influence on employee performance
and an indirect influence through affective commitment. The f² value shows that affective commitment makes
the largest contribution to employee performance with a strong effect (0.35). This finding confirms that affective
commitment plays an important role as a mediator that strengthens the relationship among communication,
achievement motivation, and employee performance. Overall, the structural model is robust and valid, and can
be used as an empirical basis to explain the causal relationship between the research variables.
DISCUSSION
The results indicate that communication has a significantly positive effect on employee performance. This
finding aligns with a study by Purba et al. (2023), which asserts that effective communication strengthens
employees' understanding of organizational goals and improves the quality of work coordination. In the context
of a professional inspection and certification service company in Balikpapan City, open and transparent
communication plays a crucial role in ensuring procedural accuracy and compliance, ultimately improving
performance.
Communication also had a significant positive effect on affective commitment. These results are consistent with
research by Oljaca (2024), which shows that intensive internal communication strengthens employees' emotional
attachment to the organization. In the professionalism-oriented environment of inspection and certification
services, good communication builds trust and loyalty, fostering stronger emotional attachment to the
organization.
Achievement motivation has a significant positive effect on affective commitment. These results support
Rachman's (2022) study, which found that intrinsic motivation was closely related to emotional commitment.
Employees with a high achievement drive tend to view the organization as a supportive environment for personal
achievement, thus demonstrating greater commitment. In the inspection and certification services sector, an
achievement orientation supports adherence to quality standards, which in turn increases organizational pride.
Furthermore, achievement motivation had a significant positive effect on employee performance. This finding
is consistent with research by Rodríguez-Fernández (2024), which revealed that the drive for achievement is a
determining factor in productivity and work quality. In an inspection service company, the motivation to achieve
the best results drives employees to perform tasks carefully, quickly, and in accordance with applicable
standards, thereby strengthening an organization's reputation.
Affective commitment has been shown to have a significant positive influence on employee performance. This
finding supports those of Hermanto (2024) and Srimulyani (2023), who state that emotional attachment drives
employees to exceed established standards. Employees who feel pride and have an emotional bond with their
organization are more motivated to provide excellent service, maintain integrity, and improve the quality of their
work. Furthermore, the results indicated that affective commitment mediates the relationship between
communication and employee performance. These results support Wang's (2022) research, which states that
effective communication can build emotional commitment, which in turn improves performance. In this context,
communication not only plays a direct role but also creates psychological bonds that strengthen employee
contributions.
Affective commitment also mediated the relationship between achievement motivation and employee
performance. These results are consistent with Morin's (2025) study, which showed that achievement motivation
enhances performance through emotional attachment to an organization. Employees with a strong drive to
achieve tend to develop high affective commitment, ultimately leading to optimal performance. Theoretically,
this study extends the literature on the role of affective commitment as a mediator in the relationship between
antecedent factors and performance. Previous studies have emphasized the importance of communication and
achievement motivation separately; however, this study makes a novel contribution by integrating both factors
into one comprehensive model. These findings support social exchange theory and organizational commitment
theory, which emphasize that social interaction and emotional attachment are key determinants of performance.
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Practically, the results of this study have important implications for human resource management, particularly
in the professional inspection and certification service sector. Management must strengthen effective internal
communication and create a reward system to foster achievement motivation. Furthermore, organizations should
prioritize strengthening affective commitment through coaching programs, performance recognition, and
creation of an inclusive work environment. These efforts are expected to sustainably improve employees’
performance. Thus, this study not only supports previous research but also provides an original contribution in
explaining the dual role of communication and achievement motivation on employee performance through the
psychological mechanism of affective commitment. These findings are highly relevant for applications in the
inspection and certification services sector, which demands professionalism, integrity, and adherence to quality
standards.
Theoretical Implications
This study makes an important contribution to the literature management and organizational behavior by
highlighting the role of affective commitment as a mediator. The results show that communication and
achievement motivation not only directly influence employee performance but also indirectly through affective
commitment. This extends previous findings that tend to separate the effects of communication and motivation
in different models.
This study strengthens the framework of the social exchange theory by demonstrating that effective
communication builds trust and emotional bonds between employees and the organization. Furthermore, the
results of this study enrich the theory of organizational commitment, which emphasizes the importance of the
affective dimension as a primary determinant of work behavior. Affective commitment acts as a psychological
bridge connecting antecedent factors with performance outcomes, thus providing a deeper understanding of the
motivational and affective mechanisms within organizations. Furthermore, this study contributes to the
development of an integrative model that combines communication and achievement motivation as important
factors influencing performance. This model can serve as a reference for future research examining other
antecedent variables in the context of the professional services sector, particularly in organizations oriented
toward high-quality and integrity standards.
Managerial Implications
The findings of this study have significant practical implications for the management of professional inspections
and certification in service companies. First, management must strengthen internal communication systems
through clear, open, and consistent information-delivery mechanisms. This effort is crucial for enhancing
employees’ understanding of strict work procedures and for ensuring alignment with operational standards.
Second, organizations must create a work environment that supports achievement motivation by providing a
performance-based reward system, career development opportunities, and a work culture that values individual
achievement. Such policies can increase employees' intrinsic drive to contribute optimally.
Third, management must develop strategies that focus on strengthening affective commitment. This can be
achieved through achievement recognition programs, training that enhances professional competence, and
creation of an inclusive and participatory work culture. With strong emotional attachment, employees are more
motivated to maintain integrity, increase productivity, and provide services consistent with the organization's
quality standards. Overall, the practical implications of this study confirm that organizations capable of
integrating effective communication, high achievement motivation, and strengthened affective commitment
have a sustainable competitive advantage. This is particularly relevant in the context of the inspection and
certification services sector, which demands professionalism, accuracy, and credibility.
CONCLUSION
This study aimed to analyze the mediating role of affective commitment in the relationship between
communication and achievement motivation on employee performance at a professional inspection and
certification service company in Balikpapan City. The results of the SEM-PLS analysis indicate that
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communication and achievement motivation have a significant positive effect on employee performance, both
directly and through affective commitment. Furthermore, affective commitment has been proven to be a mediator
that strengthens the relationship between antecedent variables and employee performance.
These findings provide theoretical contributions by expanding the literature on the mediating role of affect in
organizational behavior. Specifically, this study strengthens the understanding of social exchange theory and
organizational commitment theory by confirming that effective communication and high achievement
motivation increase employees’ emotional engagement, ultimately impacting performance. This study also
contributes to the development of an integrative model that combines communication and achievement
motivation as determinants of employee performance through affective commitment.
From a practical perspective, this study emphasizes the importance of managerial strategies for strengthening
internal communication systems, creating a work culture that supports achievement motivation and building
employees’ affective commitment. Implementing these strategies will encourage more consistent and sustainable
employee performance improvements, which are crucial for organizations operating in the inspection and
certification services sector that demand high standards of professionalism and integrity.
Future Research Directions
Although this study makes important contributions, it has several limitations, which offer opportunities for future
research. First, it was conducted solely on one type of professional inspection and certification service
organization in Balikpapan City, which limits the generalizability of the results. Future research could expand
this scope by including other professional service sectors or conducting cross-industry comparisons to strengthen
the external validity.
Second, it uses a quantitative survey-based approach with a cross-sectional design. Future studies could employ
a longitudinal design to capture the dynamics of the changes in communication, motivation, and affective
commitment to performance over time. Furthermore, qualitative or mixed-method research can provide a deeper
understanding of the psychological mechanisms underlying the relationships between these variables. Third, the
research variables in this model are limited to communication, achievement motivation, affective commitment,
and employee performance. Future research could add other variables such as transformational leadership,
organizational culture, and perceived organizational support to build a more comprehensive model.
Fourth, future research could examine the moderating role of factors such as job satisfaction, psychological
empowerment, and work engagement in strengthening or weakening the relationship between the variables. This
deepens our understanding of the contextual factors influencencing employee performance in the professional
services sector. Overall, this study opens up a broad space for future research, both to strengthen the theoretical
foundation and to provide practical contributions to human resource management in professional service
organizations.
Highlights
• This study investigates how affective commitment mediates the relationship between communication,
achievement motivation, and employee performance in a professional inspection and certification service
company.
• Data were collected from 127 employees and analyzed using partial least squares structural equation
Modeling (PLS-SEM) with SmartPLS 4.
• The results revealed that communication and achievement motivation significantly improved employee
performance both directly and indirectly through affective commitment.
• The findings extend social exchange theory and organizational commitment theory by confirming the
psychological mechanism of affective commitment.
• Practical implications highlight the importance of fostering internal communication, enhancing
achievement-oriented motivation, and reinforcing affective commitment to ensure sustainable performance
improvement in professional service organizations.
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ACKNOWLEDGEMENTS
The authors would like to express their sincere gratitude to Universitas Mulawarman for providing institutional
support throughout this research. Appreciation has also been extended to the management and employees of a
professional inspection and certification service company in Balikpapan for their valuable participation and
cooperation. Special thanks are given to colleagues and research assistants who contributed to the data collection
and technical support. This study was partially supported by the [insert sponsor or funding body, if applicable].
Funding Statement
This research received financial and institutional support from Universitas Mulawarman through the [insert
research grant or program name, if available]. The funding body had no role in the study design, data collection,
analysis, interpretation of results, or decision to submit the article for publication.
Conflict Of Interest Declaration
The authors declare no conflicts of interest regarding the publication of this article. All authors have approved
the final version of the manuscript and agree to be accountable for all aspects of this study.
Author Contributions Statement
Rochmat Widodo: Conceptualization; Methodology; Data Collection; Formal Analysis; Writing – Original
Draft Preparation. Tetra Hidayati: Validation; Supervision; Writing – Review and Editing; Project
Administration. Siti Maria: Literature Review; Visualization; Writing – Review and Editing; Resources. All
authors have read and approved the final manuscript and agree to be accountable for all aspects of this study.
Ethical Considerations Statement
This study was conducted in accordance with ethical research standards for human participants. Participation
was voluntary and all respondents were informed about the purpose of the study before completing the
questionnaire. Informed consent was obtained from each participant, and the confidentiality of the responses
was guaranteed by ensuring that no identifying information was disclosed in the reporting of the results. Data
were used exclusively for academic purposes and stored securely to protect the participants’ privacy. The
research protocol was reviewed and approved by the Research Ethics Committee of the University of
Mulawarman.
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