The effects of employee engagement and self-efficacy on job performance: a longitudinal field study

W. Richard Carter, Paul L. Nesbit, Richard J. Badham, Sharon K. Parker, Li Kuo Sung

Research output: Contribution to journalArticleResearchpeer-review

Abstract

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.

LanguageEnglish
Pages2483-2502
Number of pages20
JournalInternational Journal of Human Resource Management
Volume29
Issue number17
Early online date24 Oct 2016
DOIs
Publication statusPublished - 2018

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Personnel
Human resource management
Industry
Employee engagement
Job performance
Self-efficacy
Field study

Keywords

  • employee engagement
  • field study
  • job performance
  • longitudinal study
  • Self-efficacy

Cite this

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abstract = "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.",
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The effects of employee engagement and self-efficacy on job performance : a longitudinal field study. / Carter, W. Richard; Nesbit, Paul L.; Badham, Richard J.; Parker, Sharon K.; Sung, Li Kuo.

In: International Journal of Human Resource Management, Vol. 29, No. 17, 2018, p. 2483-2502.

Research output: Contribution to journalArticleResearchpeer-review

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