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

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.     

What is the Comparative Advantage of the Service Learning Pedagogy? Insights from Development Economics

We rely on the Kolb learning cycle and the experiences from two development economics class to analyze the comparative advantage of service learning pedagogy. We hypothesize that service learning is uniquely positioned to improve learning outcomes in applied/policy-oriented specializations. We conceptualize learning outcomes from a discipline-specific perspective where service hours are directly linked to the course content. We argue that the sustainability of service learning in applied/policy-oriented disciplines is limited by journal-entry orthodoxy and short-term costs. Emotive journal entries often encourage an “everything goes” response which threatens the credibility of service learning and limits its use in specializations that value objectivity. Service hours imply costs to faculty and students that exceed those of traditional approaches. This can serve as a disincentive for course adaptation, despite the decline in these costs over time, and enrollment. Our analysis encourages instructors to explore alternatives to the widely used journal-entry and to seek opportunities to inform students of the expected long-run benefit/cost tradeoffs. We encourage administrators to support faculty who teach classes that are predisposed to service learning in ways that can reduce short-run costs. With its comparative advantage and the united efforts across the academy, we expect that in the long-run service experiences will routinely be used to complement traditional lectures in applied/policy-oriented classrooms across the academy.     

Contemporary University Strategising: The Financial Imperative

This paper examines the financially focused strategies now evident amongst institutions competing for space in the global higher education system. In their search for increasing financial self‐sufficiency, universities and other higher education providers are examined for their primary competitive strategies. The study provides comprehensive evidence of their cost and operating efficiency strategies, facilitated by increasingly pervasive financial performance accountability systems. The primary operational strategies of teaching and research are found to have been transmogrified into strategies of customised education and research that is primarily focused upon and measured in terms of its funds generation. These trends contribute to complex performance management and accountability challenges as universities’ senior managers balance their internal financial ambitions with the expectations of external stakeholders, while simultaneously projecting sanitised imagery through corporate public relations strategies.     

Psychological Meaning of Products and Product Positioning

New product positioning is an issue increasingly being considered by new products managers. An article on this topic by Crawford appeared in this Journal in 1985. Roberto Friedmann and Parker Lessig employ the concept of psychological meaning of products to discuss why and how Crawford's new product positioning typology affects the consumer. They present arguments to show that the psychological meaning of products and Crawford's typology address product positioning from complementary and converging perspectives. They also argue that psychological meaning of products can be a valuable managerial planning tool.     

Imprinting with purpose: Prosocial opportunities and B Corp certification

Certified B Corporations are ventures that have chosen to embrace third party voluntary social and environmental audits conducted by an entrepreneurial non-profit enterprise called B Lab. In this special issue, we focus on the lifecycle of Certified B Corporations and its relation to the entrepreneurial journey. We highlight research at the intersection of opportunities and prosocial certification to identify patterns and processes which add significant value to ongoing conversations in the field of entrepreneurship while charting new research pathways. We develop a framework of prosocial venturing and certification that pinpoints several elements of likely consequence and curiosity. This offers new insights about the entrepreneurial process that hint at the importance of opportunity, identity metamorphosis and sedimentation/superseding work. We thereby interpret how the exploration of prosociality may add to conversations on how and why ventures resist or embrace change over time, to what effect and ultimately, how opportunities may be reBorn.     

Building a multi-category brand: when should distant brand extensions be introduced?

When companies plan to build multi-category brands by adding new products to their product lines, two questions loom large: (1) whether and (2) when brand extensions perceived as distant (comparatively dissimilar) from the company’s existing core line of products should be introduced. Since many real-world firms have introduced distant brand extensions, this paper focuses on the second question: when the company should introduce a distant extension within a series of other closer extensions—a decision for which there is little research-based guidance for managers. Building on theories of mental categorization, the authors argue that early (vs. late) introductions of distant brand extensions can be more beneficial for the brand. Three studies support this conclusion, demonstrating that early (vs. late) introductions of distant extensions can result in more positive final brand attitudes; that is, attitudes held after all the extensions have been introduced. This effect is driven by how easily the distant extension is integrated into consumers’ brand concepts and is moderated by overall brand positioning. Importantly, this effect on final brand attitudes is shown to influence behavioral measures of product preference and brand engagement.     

Risk management within the cannabis industry: Building a framework for the cannabis industry

Thirty states and the District of Columbia have legalized the use of cannabis for medicinal and/or recreational use by either formally or informally de‐criminalizing its use. However, cannabis remains a Schedule 1 drug under the Federal Controlled Substances Act (21 U.S.C. Sections 801 through 812), leaving federal law in conflict with the laws of over half of the states. As a result, market participants in legal cannabis businesses face risks due to the industry's unique legal status within the United States. We examine the risks and challenges deemed by the cannabis industry as the top risks facing the industry's continued future growth and its sustainability. In addition to general risks inherent in a nascent industry, a legal cannabis business faces additional risks, such as risks in its banking and finance activity, placement of insurance, payment of taxes, and managing its supply chain. These legal businesses also face true legal risk from the possibility of being shut down by the federal government and seizure of assets and product under the CSA. This paper also examines whether the cannabis industry would benefit from a futures market to mitigate price risk.     

UNIVERSITY TECHNOLOGY TRANSFERS: IMPACTS ON LOCAL AND U.S. ECONOMIES

In the past two decades, many universities have established Offices of Technology Transfer to increase the transfer rate of certain research innovations to the private sector. More recently, some of these offices have come under pressure to increase their performance and thereby stimulate local economies. This paper discusses various technology transfer methods and presents results of a survey of university Offices of Technology Transfer. Comparisons of these offices take into account size, focus, and differences in public and private universities' goals. The paper concludes by discussing potential pitfalls of technology transfer and of privatizing university research.