Duality of conscientiousness and service knowledge growth: The role of self-efficacy and self-deception

Abstract

Although training has played an essential role in cultivating favorable employee outcomes, little is known about the knowledge growth trajectory of training outcomes. Drawing on training engagement theory, this study posits a model leading from conscientiousness to growth in service knowledge during and after standard operation procedure training through the mediation of self-efficacy and self-deception. We surveyed frontline employees from international hotels. Latent growth modeling was adopted to capture the change trajectory of the learning process. By tracking employees over three waves (i.e., pre-training, mid-training, and post-training stages), we find that high self-efficacy trainees had high average level of service knowledge, but it decreased over time. In contrast, self-deception led to average level of service knowledge, and it increased over time. This study contributes to the literature by clarifying the complex mechanism underlying the conscientiousness–learning relationship based on training engagement theory and explaining the changing process of employees’ learning.