Appraising the Mediating Effect of Self-Efficacy on the Relationship between Employee Engagement and Performance
Keywords:self-efficacy, employee engagement, employee performance
This study appraises the mediating effect of self-efficacy on the relationship between employee engagement and performance among selected private schools in Jos Metropolis of Plateau state, Nigeria. 141 questionnaires were administered with respondents selected through non-probability sampling method. The Social Cognitive Theory was the anchor for the study while Multiple regression method was used to evaluate the data with the aid of statistical packages for social science (SPSS) and Structural equation modeling based on Analysis of Moment Structure (AMOS v.21). The finding in the study shows that employee engagement has a significant relationship with employee performance (β = .249, r = .058, P < .001) and also exposed that employee engagement has a significant relationship with self-efficacy at (β = -.183, r = -.064, P < .028) while self-efficacy has no significant relationship with performance at (β = -.043, r = -.091, P < .558). In addition, self-efficacy plays a mediating role in the relationship. Finally, the result shows a significant corollary for organisations and policymakers if applied will aid reward behaviours that enhances social change in a constructive way through a prolific labour force.