Self-efficacy and employee job performance: Mediating effects of perceived workplace support, motivation to transfer and transfer of training

Abstract

Purpose

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/approach

Empirical 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.

Findings

SE 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/value

Empirical 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.

Citation

Na-Nan, K. and Sanamthong, E. (2020), "Self-efficacy and employee job performance: Mediating effects of perceived workplace support, motivation to transfer and transfer of training", International Journal of Quality & Reliability Management, Vol. 37 No. 1, pp. 1-17. https://doi.org/10.1108/IJQRM-01-2019-0013