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Self-efficacy and employee job performance

Self-efficacy and employee job performance Relationship between self-efficacy (SE) and employee job performance (EJP) is of vital importance for organizations but remains unclear. A more comprehensive understanding demonstrated that perceived workplace support (PWS), motivation to transfer (MT) and transfer of training (TT) had mediating effects on the relationship between SE and EJP. The paper aims to discuss these issues.Design/methodology/approachEmpirical data were garnered from 250 alumni of the Engineering Faculty, Rajamangala University of Technology Thanyaburi, Thailand through a questionnaire requesting 62 answers. A research outline was proposed, with structural equation modeling utilized to test the framework, determine the direct influence of SE on EJP and also any indirect influences on EJP through PWS, MT and TT variables.FindingsSE increased EJP through enhancing PWS, MT and TT. In addition, PWS, MT and TT were determined as partial mediator factors of SE on EJP.Originality/valueEmpirical evidence was presented as two mechanisms that helped to explain the effect of SE on EJP. To enhance EJP, organizations should consider contributions associated with SE, PWS, MT and TT when designing and implementing transfer training for effective EJP. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png International Journal of Quality & Reliability Management Emerald Publishing

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Publisher
Emerald Publishing
Copyright
© Emerald Publishing Limited
ISSN
0265-671X
DOI
10.1108/ijqrm-01-2019-0013
Publisher site
See Article on Publisher Site

Abstract

Relationship between self-efficacy (SE) and employee job performance (EJP) is of vital importance for organizations but remains unclear. A more comprehensive understanding demonstrated that perceived workplace support (PWS), motivation to transfer (MT) and transfer of training (TT) had mediating effects on the relationship between SE and EJP. The paper aims to discuss these issues.Design/methodology/approachEmpirical data were garnered from 250 alumni of the Engineering Faculty, Rajamangala University of Technology Thanyaburi, Thailand through a questionnaire requesting 62 answers. A research outline was proposed, with structural equation modeling utilized to test the framework, determine the direct influence of SE on EJP and also any indirect influences on EJP through PWS, MT and TT variables.FindingsSE increased EJP through enhancing PWS, MT and TT. In addition, PWS, MT and TT were determined as partial mediator factors of SE on EJP.Originality/valueEmpirical evidence was presented as two mechanisms that helped to explain the effect of SE on EJP. To enhance EJP, organizations should consider contributions associated with SE, PWS, MT and TT when designing and implementing transfer training for effective EJP.

Journal

International Journal of Quality & Reliability ManagementEmerald Publishing

Published: Jan 6, 2020

Keywords: Self-efficacy; Employee job performance; Transfer of training; Motivation to transfer; Perceived workplace support

References