Self Efficacy, Team Member Exchange, and Resilience on Employee performance at JMD Tour Management

Abstract

This study addresses a critical research gap in human resource management literature by integrating individual psychological capabilities and relational team dynamics specifically self-efficacy, team member exchange, and resilience into a single comprehensive framework within the specialized context of tourism services. It aims to analyze and prove the partial and simultaneous empirical effects of self-efficacy, team member exchange, and resilience on employee performance at JMD Tour Management in Blora, Central Java, Indonesia. Adopting a quantitative explanatory research design, a survey method was executed using a saturated sampling technique encompassing all 48 active company employees. Primary data gathered through a validated 5-point Likert-scale questionnaire were processed using IBM SPSS 27 for classical assumption verification and multiple linear regression analysis. The empirical results confirm that self-efficacy (t = 2.064, p = 0.045), team member exchange (t = 4.655, p = 0.000), and resilience (t = 2.249, p = 0.030) each exert a positive and statistically significant individual effect on employee performance, with team member exchange serving as the primary driver. Simultaneously, the three independent variables exert a powerful collective influence (F = 89.978, p = 0.000), explaining 86.0 percent of total variance in employee performance (R-squared = 0.860). These findings theoretically advance organizational behavior concepts in tour operations while practically providing actionable strategic guidelines for management to cultivate collaborative work relationships, strengthen employee confidence through targeted professional training, and build psychological resilience to maintain superior service quality under operational pressures.