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The effects of employee engagement and self-efficacy on job performance: a longitudinal field study
Authors:W. Richard Carter  Richard J. Badham  Sharon K. Parker  Li-Kuo Sung
Affiliation:1. AIM Business School, Australian Institute of Management, Sydney, Australia;2. Macquarie Graduate School of Management, Macquarie University, Sydney, Australia;3. UWA Business School, The University of Western Australia, Crawley, Australia;4. School of International Business Administration, Shanghai University of Finance &5. Economics, Shanghai, People's Republic of China
Abstract: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.
Keywords:Self-efficacy  employee engagement  job performance  longitudinal study  field study
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