Self-efficacy to spur job performance

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.