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

    70166.pdf (372.6Kb)
    Access Status
    Open access
    Authors
    Carter, W.
    Nesbit, P.
    Badham, R.
    Parker, Sharon
    Sung, L.
    Date
    2016
    Type
    Journal Article
    
    Metadata
    Show full item record
    Citation
    Carter, W. and Nesbit, P. and Badham, R. and Parker, S. and Sung, L. 2016. The effects of employee engagement and self-efficacy on job performance: a longitudinal field study. International Journal of Human Resource Management. 29 (17): pp. 2483-2502.
    Source Title
    International Journal of Human Resource Management
    DOI
    10.1080/09585192.2016.1244096
    ISSN
    0958-5192
    School
    Future of Work Institute
    Remarks

    This is an accepted manuscript of an article published by Taylor & Francis in International Journal of Human Resource Management on 24 Oct 2016 available online at http://www.tandfonline.com/10.1080/09585192.2016.1244096

    URI
    http://hdl.handle.net/20.500.11937/69954
    Collection
    • Curtin Research Publications
    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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