Self-efficacy and work-related performance: the integral role of individual differences.
The present study estimated the unique contribution of self-efficacy to work-related performance controlling for personality (the Big 5 traits), intelligence or general mental ability, and job or task experience. Results, based on a meta-analysis of the relevant literatures, revealed that overall, across all studies and moderator conditions, the contribution of self-efficacy relative to purportedly more distal variables is relatively small. Within moderator categories, there were several cases in which self-efficacy made unique contributions to work-related performance. For example, self-efficacy predicted performance in jobs or tasks of low complexity but not those of medium or high complexity, and self-efficacy predicted performance for task but not job performance. Overall, results suggest that the predictive validity of self-efficacy is attenuated in the presence of individual differences, though this attenuation does depend on the context.
Judge
Timothy A
TA
Department of Management, Warrington College of Business, University of Florida, Gainesville, FL 32611-7165, USA. timothy.judge@cba.ufl.edu
Jackson
Christine L
CL
Shaw
John C
JC
Scott
Brent A
BA
Rich
Bruce L
BL
D003071:Cognition; D004650:Employee Performance Appraisal; D004651:Employment / Q000523:psychology*; D006801:Humans; D007398:Interpersonal Relations; D007588:Job Satisfaction; D009042:Motivation; D015279:Organizational Culture; D020377:Self Efficacy; D017132:Workplace / Q000523:psychology*