The Effects of Employee Engagement and Self-efficacy on Job Performance: The cCse of Ethio-telecom Head Office
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Date
2017-06
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Addis Ababa University
Abstract
Due to the challenging economic climate, organizations now more than ever are deciding to restructure and resize, which has resulted in organizations investigating new approaches to maintain and increase employees’ job performance. This can be achieved by investigating what factors affect employees’ job performance. Among these factors, self-efficacy and employee engagement are examined in this study. Therefore, the purpose of this study is to examine the effect of self-efficacy and employee engagement on job performance.The research design for this study was the Cross-sectional field survey method where the Questionnaire was used to collect data with questions for employee engagement adapted from The Gallup Q12 Survey (or the Gallup Workplace Audit) (1992-1999)andto measure self-efficacy the researcher used Generalized Self-Efficacy scale (GSE)was used. The target population of the study was Employees working in Ethio-telecom at head office and the population includes all professional employees working under different department levels .Simple random sampling technique was used to select sample respondents and the total sample size involved in the study was 154 (88%). Quantitative data are presented using tables. Descriptive statistics were performed on the demographic variables as a means of describing the respondents. In order to assess the effect of engagement and self-efficacy on job performance, a correlation and regression analysis were conducted.The studyfound that there is a positive relationship between self-efficacy and job performance as well as in between employee engagement and job performance. The finding implies that, in order to enhance job performance, management should give attention to the development of self-efficacy and employee engagement within HR activities. Recommendations were also given to Ethio-telecom head office to put certain strategies that make employees more accountable for discharging their responsibility and increase the level of employee’s self-efficiency. The management body should employ certain leadership styles in order to increase employees performance and should give due attention to recognition for quality of work and good ideas, creating positive interaction between members of staff and making transparent system in the head office.
Key words: Self-efficacy, Employee engagement and Job performance
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Keywords
Self-efficacy, Employee engagement, and Job performance