The Effect of self-efficacy, employee egagement, and personality on work place performance in a large Australian financial services firm

Richard Carter, Paul L. Nesbit, Richard Badham

Research output: Chapter in Book/Report/Conference proceedingConference proceeding contribution

Abstract

The relationship between self-efficacy, employee engagement and personality were explored in a study of employees in a financial services firm. Performance data collected by the organization was examined for employees from 20 branches of the firm at two points of time over an eight-month period. Two surveys were carried out at six-month intervals to assess generalized self-efficacy and employee engagement. A short version of an assessment of the Big 5 personality variables was also included in the first survey and task specific measures of self-efficacy were developed and included in the second survey. Results indicated a strong significant relationship between two task specific measures of self-efficacy and also by employee engagement with work performance data even when prior performance was taken into account. Neither generalized self-efficacy nor individual differences acted as a mediator between task specific self-efficacy or employee engagement with actual work-related performance measures.
Original languageEnglish
Title of host publicationProceedings of the 11th IHRM Conference 2010
Subtitle of host publicationemergence of new economic powers : management of human resources in the challenging global context
Place of PublicationUK
PublisherAston Business School
Pages1-27
Number of pages27
Publication statusPublished - 2010
EventInternational Human Resource Management Conference (11th : 2010) - Birmingham, UK
Duration: 9 Jun 201012 Jun 2010

Conference

ConferenceInternational Human Resource Management Conference (11th : 2010)
CityBirmingham, UK
Period9/06/1012/06/10

Keywords

  • self-efficacy
  • employee engagement
  • Big 5
  • work performance

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