The effects of employee engagement and self-efficacy on job performance: a longitudinal field study
Self-efficacy’s influence on individual job performance has been well documented in laboratory studies. However, there have been very few rigorous field studies of self-efficacy’s relationship with objectively measured individual job performance in organizational settings. This research history migh...
| Main Authors: | , , , , |
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| Format: | Journal Article |
| Published: |
Routledge
2016
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| Online Access: | http://hdl.handle.net/20.500.11937/69954 |
| _version_ | 1848762177017610240 |
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| author | Carter, W. Nesbit, P. Badham, R. Parker, Sharon Sung, L. |
| author_facet | Carter, W. Nesbit, P. Badham, R. Parker, Sharon Sung, L. |
| author_sort | Carter, W. |
| building | Curtin Institutional Repository |
| collection | Online Access |
| description | Self-efficacy’s influence on individual job performance has been well documented in laboratory studies. However, there have been very few rigorous field studies of self-efficacy’s relationship with objectively measured individual job performance in organizational settings. This research history might account for the low take-up of self-efficacy within the business literature as well as within business itself. When it comes to studies of employee engagement, the same lack of rigorous individual studies applies, although several organizational-level studies link employee engagement to organizational performance, while its claimed benefits have been widely discussed in the business literature. Finally, the degree to which employee engagement and self-efficacy have independent and additive effects on individual-level job performance remains unknown. In order to address these issues, a longitudinal field study was undertaken within an Australian financial services firm. Using survey data linked to objectively measured job performance, we found the additive effects of self-efficacy and employee engagement explained 12% of appointments made and 39% of products sold over and above that explained by past performance. This finding suggests human resource management (HRM) practitioners should address both self-efficacy and employee engagement in order to boost job performance while encouraging HRM scholars to incorporate both measures when conducting job performance studies. |
| first_indexed | 2025-11-14T10:43:25Z |
| format | Journal Article |
| id | curtin-20.500.11937-69954 |
| institution | Curtin University Malaysia |
| institution_category | Local University |
| last_indexed | 2025-11-14T10:43:25Z |
| publishDate | 2016 |
| publisher | Routledge |
| recordtype | eprints |
| repository_type | Digital Repository |
| spelling | curtin-20.500.11937-699542021-01-19T03:26:36Z The effects of employee engagement and self-efficacy on job performance: a longitudinal field study Carter, W. Nesbit, P. Badham, R. Parker, Sharon Sung, L. Self-efficacy’s influence on individual job performance has been well documented in laboratory studies. However, there have been very few rigorous field studies of self-efficacy’s relationship with objectively measured individual job performance in organizational settings. This research history might account for the low take-up of self-efficacy within the business literature as well as within business itself. When it comes to studies of employee engagement, the same lack of rigorous individual studies applies, although several organizational-level studies link employee engagement to organizational performance, while its claimed benefits have been widely discussed in the business literature. Finally, the degree to which employee engagement and self-efficacy have independent and additive effects on individual-level job performance remains unknown. In order to address these issues, a longitudinal field study was undertaken within an Australian financial services firm. Using survey data linked to objectively measured job performance, we found the additive effects of self-efficacy and employee engagement explained 12% of appointments made and 39% of products sold over and above that explained by past performance. This finding suggests human resource management (HRM) practitioners should address both self-efficacy and employee engagement in order to boost job performance while encouraging HRM scholars to incorporate both measures when conducting job performance studies. 2016 Journal Article http://hdl.handle.net/20.500.11937/69954 10.1080/09585192.2016.1244096 Routledge fulltext |
| spellingShingle | Carter, W. Nesbit, P. Badham, R. Parker, Sharon Sung, L. The effects of employee engagement and self-efficacy on job performance: a longitudinal field study |
| title | The effects of employee engagement and self-efficacy on job performance: a longitudinal field study |
| title_full | The effects of employee engagement and self-efficacy on job performance: a longitudinal field study |
| title_fullStr | The effects of employee engagement and self-efficacy on job performance: a longitudinal field study |
| title_full_unstemmed | The effects of employee engagement and self-efficacy on job performance: a longitudinal field study |
| title_short | The effects of employee engagement and self-efficacy on job performance: a longitudinal field study |
| title_sort | effects of employee engagement and self-efficacy on job performance: a longitudinal field study |
| url | http://hdl.handle.net/20.500.11937/69954 |