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 language | English |
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| Title of host publication | Proceedings of the 11th IHRM Conference 2010 |
| Subtitle of host publication | emergence of new economic powers : management of human resources in the challenging global context |
| Place of Publication | UK |
| Publisher | Aston Business School |
| Pages | 1-27 |
| Number of pages | 27 |
| Publication status | Published - 2010 |
| Event | International Human Resource Management Conference (11th : 2010) - Birmingham, UK Duration: 9 Jun 2010 → 12 Jun 2010 |
Conference
| Conference | International Human Resource Management Conference (11th : 2010) |
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| City | Birmingham, UK |
| Period | 9/06/10 → 12/06/10 |
Keywords
- self-efficacy
- employee engagement
- Big 5
- work performance