Individual performance and job satisfaction have a significant role in determining organizational output. In contrast, as the globalized era evolves swiftly and the degree of competition increases, firms seek committed staff. In light of these considerations, the present study focused primarily on individual and organizational level predictors of employee performance and job satisfaction. In addition, the current research has established the moderating effect of promotion prospects on the relationship between job satisfaction and employee performance. Using a survey approach, questions based on well-established scales were prepared and sent to personnel in the manufacturing sector, one of the main industries in Indonesia. Using SmartPLS v.4.0 Software, the data set containing 593 employees were evaluated further. The findings demonstrated that employees’ self-efficacy, supervisor support, and job security significantly impact their job happiness, leading to improved performance. However, there were discernible variations between organizational and individual-level predictors of employee job performance. In addition, the results revealed a substantial contingent effect of promotion chances on the relationship between job satisfaction and the implementation of employees in Indonesian manufacturing businesses. This study contributes to the literature by merging self-efficacy theory with organizational support theory to provide practitioners, academics, policymakers, and human resource managers with significant insights