Cognitive Ability and Employee Performance: The Strategic Importance of Organizational Commitment as a Mediator

Abstract

This study investigates the relationship between cognitive ability, organizational commitment, and employee performance in the context of Indonesia’s private-sector companies. Using a quantitative explanatory approach and SEM-PLS analysis, data were collected from 100 permanent employees to examine both direct and mediating effects. The results indicate that cognitive ability does not significantly influence employee performance directly. However, it has a significant positive effect on organizational commitment, which in turn strongly predicts employee performance. Furthermore, organizational commitment is found to mediate the relationship between cognitive ability and performance, highlighting its role as a psychological mechanism that converts cognitive potential into tangible outcomes. These findings suggest that cognitive ability alone is insufficient to enhance performance without emotional engagement and commitment. The study contributes to organizational behavior theory by affirming the importance of integrating cognitive and affective dimensions in human resource practices. Practically, organizations are encouraged to design interventions that not only develop intellectual capacity but also foster organizational commitment through leadership support, recognition, and alignment of values. This integrated approach is essential to maximizing employee potential and sustaining high performance in dynamic work environments.