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