Organizations increasingly recognize that employee performance is influenced not only by individual competence but also by the organizational context in which employees operate. This study investigates the mediating role of perceived organizational support (POS) in the relationship between employee competence and job performance. Drawing upon social exchange theory and organizational support theory, we propose that while competence directly influences job performance, this relationship is significantly mediated by employees' perceptions of organizational support. Using a sample of 312 employees from various service sector organizations, structural equation modeling reveals that POS partially mediates the competence-performance relationship, explaining 41% of the variance in job performance. The findings suggest that organizations seeking to maximize returns on human capital investments must not only develop employee competencies but also create supportive organizational environments. This research contributes to the literature by empirically validating the psychological mechanisms through which competence translates into performance outcomes and offers practical implications for human resource management practices..
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