The Influence of Job Analysis and Career Development on Employee Performance via Competence at the Micro and Small Business Division of Bank Jambi Head Office

Employee performance in the banking sector heavily depends on effective human resource management, including within the Micro and Small Division of Bank Jambi Head Office, which has faced fluctuations in employee numbers and credit disbursement realization during the 2021–2025 period. Previous studies have tended to examine job analysis, career development, competence, and performance separately, with empirical results remaining inconsistent regarding the mediating role of variables in the relationship between managerial practices and employee performance. This study aims to analyze the overview as well as the direct and indirect effects of Job Analysis and Career Development on Competence and Employee Performance, with Competence serving as an intervening variable. The research employs a descriptive-verificative quantitative approach using path analysis on 62 respondents drawn from a population of 168 employees. The findings indicate that Job Analysis, Career Development, Competence, and Performance are all rated from good to high categories; Job Analysis and Career Development simultaneously exert a significant effect on Competence (61.98%) and Performance (63.08%), though partially only Career Development shows a significant effect; Competence has a strong effect on Performance (92.16%) and acts as a mediator with an indirect effect of 60.25%. The uniqueness of this study lies in the integration of all four variables into a single path model with Competence as an intervening variable, within the context of a regional development bank, which remains underexplored in the literature.