A Model Linking Organisation Factor, Work Engagement, And Self-Efficacy To Job Performance

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The article proposes organisation factor, work engagement, and self-efficacy measures for enhancing employees’ job performance. In today’s environmental setting, all organisations aim to achieve organisational success and sustainability. Because employees’ job performance, in the aggregate, results in greater organisational performance, the need to enhance job performance has emerged as a growing concern amongst researchers and practitioners. Supportive organisation factor has been advocated as having the ability to set the tone for a favourable employee-employer relationship. Meanwhile, work engagement is a newly emerged concept that focuses on optimal functioning and positive experiences at work, with moderating self-efficacy. This paper aims to contribute to the growing body of strategic direction practitioners by informing the means to improve work engagement and job performance for organisational success through organisation factor, particularly by looking into training and development and compensation system with a moderating self-efficacy variable. Review of the literature has shed some evidence that can be interrelated from overall business perspective. The key findings emerging from this study show that the organisation factor appears to be the key variable when addressing the issue of job performance. In recent studies, the links between organisation factor and work engagement and job performance have become closer and intertwined. These links have prompted the adoption of more focused strategies to enhance job performance. The paper provides strategic and practical insights that can suggest some factors that can enhance job performance and explore the relationship between organisation factor and work engagement with moderating self-efficacy, which indirectly enhances job performance.