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UNLOCKING POTENTIAL: THE POWER OF SELF-EFFICACY AND ENGAGEMENT IN ENHANCING JOB PERFORMANCE IN MALAYSIA’S F&B MANUFACTURING SECTOR
Abstract
The aim of this research is to examine the relationship between employees’ self-efficacy components (behavioural, cognitive and motivational engagement) and their job performance in the F&B manufacturing sector in Klang Valley, Malaysia. In this study, researchers explored how cognitive engagement, defined as a worker’s intention to engage in their work, motivational engagement or the drive to exceed their tasks’ requirements and achieve excellence and behavioural engagement, which refers to an employee's positive attitude towards their work, were predicted from self-efficacy. Overall, self-efficacy is an individual’s firm belief that (s)he can succeed in performing a specific task. The quantitative survey method was applied, and the sample included 183 employees who work in the food and beverage manufacturing sector in Klang Valley. The results illustrate that while behavioural engagement has not been proven to have a substantial influence on the job performance of an employee, both cognitive and motivational engagement have greatly impacted job performance with a significant positive relationship. Cognitive engagement can be seen as an individual’s enthusiasm and willingness to put in effort to be able to accomplish any specific task. As such, it has demonstrated a significant relationship with job performance. Motivational engagement, or the desire to outdo specific task requirements and avail high-quality performance, was also significant and had a positive impact on job performance. On the other hand, behavioural engagement, which refers to an employee's positive attitude towards their work, which enhances motivation and performance in organizational activities has revealed an insignificant influence on job performance. Thus, this study has proven the need for any organization to enhance both cognitive and motivational engagement in order to improve the performance of all employees, along with the success of such organizations.
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DOI: http://dx.doi.org/10.46827/ejhrms.v8i1.1776
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