Engaged Versus Disengaged: The Role Of Occupational Self-Efficacy
The fundamental aim of the present study of 126 business executives was to examine whether an engaged workforce could be differentiated from its disengaged counterpart based on occupational self-efficacy, which is an individual difference variable. We anticipated that work engagement would be cha...
| Main Authors: | , , |
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| Format: | Article |
| Language: | English |
| Published: |
Asian Academy of Management (AAM)
2013
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| Subjects: | |
| Online Access: | http://eprints.usm.my/36591/ http://eprints.usm.my/36591/1/AAMJ180206.pdf |
| Summary: | The fundamental aim of the present study of 126 business executives was to examine
whether an engaged workforce could be differentiated from its disengaged counterpart
based on occupational self-efficacy, which is an individual difference variable. We
anticipated that work engagement would be characterised by high occupational selfefficacy and therefore predicted that it would positively correlate with occupational selfefficacy. Fisher's linear discriminant analysis was used to distinguish engaged employees
from disengaged ones. The results showed that the command and adaptability dimensions
of self-efficacy are found to be the most important in distinguishing engaged employees
from their non-engaged counterparts. A logistic regression analysis was also carried out
to determine whether socio-demographic variables contributed to group differences. The
results of the logistic regression supported the findings of the discriminant analysis. |
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