دانلود رایگان مقاله انگلیسی خود کارآمدی و افزایش عملکرد شغلی: نگرانی های شغلی و خشونت در محل کار - امرالد 2017

Abstract

Purpose – With a foundation in conservation of resources theory, the purpose of this paper is to unpack the relationship between employees’ self-efficacy and job performance, investigating the mediating role of job-related anxiety and the moderating role of perceived workplace incivility. Design/methodology/approach – Survey data were collected from employees and their supervisors in Pakistani organizations. Findings – An important reason that employees’ self-efficacy enhances their job performance is that they experience less anxiety while undertaking their daily job tasks. This mediating role of job-related anxiety is particularly salient to the extent that employees believe that they are the victims of uncivil behaviors. Practical implications – Organizations should note that the anxiety-mitigating effect of self-efficacy is particularly strong for generating adequate performance to the extent that rude and discourteous behaviors cannot be completely avoided in the workplace. Originality/value – This study establishes a more complete understanding of the benefits of employees’ self-efficacy by revealing how reduced worries about their organizational functioning represent critical mechanisms that connect this personal resource to higher job performance, as well as by showing how employees’ perceptions of workplace incivility invigorate this process.

Discussion

This study extends previous scholarship by investigating the effect of employees’ self-efficacy on their job performance, and particularly underexplored factors that inform this process. In line with COR theory (Hobfoll, 1989; Hobfoll and Shirom, 2000), job-related anxiety is a critical factor that connects employees’ self-efficacy with enhanced performance. This mediating role of job-related anxiety is particularly salient in conditions marked by high perceived workplace incivility. Explicit investigations of anxiety reduction as a mechanism that connects the personal resource of self-efficacy with job performance are scant, let alone discussions of the circumstances in which this process might be most potent.

To address this gap, we identify an important reason that self-efficacy spurs job performance: employees worry less about their organizational functioning (Baba and Jamal, 1991; Parker and DeCotiis, 1983; Xie and Johns, 1995). In particular, reduced anxiety levels function as conduits through which employees’ self-perceived competencies lead to higher job performance. The more confident employees are about their own capabilities, the less likely they are to feel overburdened by fears about their organizational functioning or ability to complete their job tasks successfully (Bandura, 1997; Schwarzer and Hallum, 2008), which frees up some of their energy to devote to positive performance-enhancing activities (Hobfoll and Shirom, 2000; McCarthy et al., 2016). Thus, lower anxiety, due to higher confidence in their own capabilities, is instrumental and enables employees to focus on the successful execution of their work tasks instead of being distracted by worries about their work.