Predictive Power of Self-Efficacy, Familiarity with Training Content on Job Performance: Moderating Effect of Training Effectiveness in Oman’s Higher Education Institutions

Solomon Ugheoke

doi:10.32890/mmj2024.28.9

Pengarang

Solomon Ugheoke Department of Business and Accounting Muscat College, Oman

DOI:

https://doi.org/10.32890/mmj2024.28.9

Kata kunci:

Self-efficacy, training effectiveness, training content, job performance, higher education institutions, Oman

Abstrak

The higher education institutions (HEIs) in Oman have witnessed rapid development over the last decade; and yet, the quality of their training programs programmes has not yielded the anticipated results. The desired outcome, which failed to meet expectations, pertains to the effectiveness of these programs in enhancing employee job performance. This study aims to investigate the influence of self- efficacy, trainee familiarity with training content and employees’ performance in Oman’s higher education sector. Additionally, the study explores the moderating effect of training effectiveness on employee’s performance. The researcher examined 184 academics as well as administrative employees that participated in a training program sponsored by Takatuf, a consulting firm responsible for assessing, training, and developing employees in Oman. Results indicated that self-efficacy and familiarity with training content contribute to high employee job performance in the country’s HEIs, confirming the significant moderating role of training effectiveness in this relationship. Furthermore, the study suggests two implications for human resource practices. First, it is crucial for managers to provide comprehensive training-related information aimed at increasing self- efficacy before the actual training program. Second, HR managers and individuals can jointly improve the performance effectiveness by creating suitable methods for fostering self-efficacy. The findings suggest that organizations can enhance job performance and reduce turnover intention intentions by improving the effectiveness of training programs for employees. There is limited research linking self-efficacy, training effectiveness, and job performance in HEIs, particularly within member countries of the Gulf Cooperation Council (GCC). This research contributes to the expansion of theoretical and managerial doctrines regarding the relationships among the identified variables. Therefore, this research represents a unique attempt to determine the effectiveness of training programs in HEIs grappling with transitional challenges.

Muat turun

Muat turun data belum tersedia.

Rujukan

Abd Rahman, A., Imm Ng, S., Sambasivan, M., & Wong, F. (2013). Training and organizational effectiveness: Moderating role of knowledge management process. European Journal of Training and Development, 37(5), 472-488.

Aguinis, H., & Kraiger, K. (2009). Benefits of training and development for individuals and teams, organizations, and society. Annual Review of Psychology, 60, 451-474.

Ahmad, I., & Ahmad, S. B. (2021). Effect of managerial skills on the performance of small- and medium-sized enterprises: A case study in Pakistan. The Journal of Asian Finance, Economics, and Business, 8(4), 161-170.

Akther, S., & Rahman, M. S. (2022). Investigating training effectiveness of public and private banks employees in this digital age: An empirical study. International Journal of Manpower, 43(2), 542-568.

Al-Swidi, A., & Al-Yahya, M. (2017). Training transfer intention and training effectiveness: Assessing the gender differences using multi-group structural equation modelling approach. International Journal of Organizational Analysis, 25(5), 839-860.

Al-Harthi, A. S., Hammad, W., Al-Seyabi, F., Al-Najjar, N., Al-Balushi, S., & Emam, M. (2022). Evaluating the effectiveness of teacher education in Oman: A multiple case study of multiple stakeholders. Quality Assurance in Education, 30(4), 477-494.

Atiase, V., Wang, Y., & Mahmood, S. (2023). Does managerial training increase SME managers’ effectiveness? A capability development approach. International Journal of Entrepreneurial Behavior & Research, 29(8), 1807-1836.

Alvelos, R., Ferreira, A. I., & Bates, R. (2015). The mediating role of social support in the evaluation of training effectiveness. European Journal of Training and Development, 39(6), 484-503.

Armenakis, A., Bernerth, J. B., Pitts, J. P., & Walker, H. J. (2007). Organizational change recipients’ beliefs scale: development of an instrument. The Journal of Applied Behavioral Science, 43(4), 481-505. Malaysian Management Journal, 28 (July) 2024, pp: 245-

Association of Talent Development (ATD). (2018). State of the industry report. https://www.td.org/Publications/Research Reports/2018/ 2018-State-of-the-Industry

Bandura, A. (1995). Exercise of personal and collective efficacy in changing societies. In A. Bandura, (Ed.), Self-efficacy in changing societies. Cambridge University.

Bandura, A. (1992). Exercise of personal agency through the self-efficacy mechanisms. In Schwarzer, R. (Ed.), Self-efficacy: Thought control of action. Taylor and Francis, Washington, DC, Hemisphere.

Bandura, A. (1997). Self-efficacy: The exercise of control. Freeman and Company.

Bandura, A. (1986). Social foundations of thought and action: A social cognitive theory. Prentice-Hall.

Bandura, A. (1977). Social learning theory. Prentice Hall.

Bandura, A. (2012). On the functional properties of perceived self-efficacy revisited. Journal of Management, 38(1), 9-44.

Bandura, A. (2015). On deconstructing commentaries regarding alternative theories of self-regulation. Journal of Management, 41, 1025–1044.

Beck, J.W., & Schmidt, A.M. (2018). Negative relationships between self-efficacy and performance can be adaptive: The mediating role of resource allocation. Journal of Management, 44(2), 555-588.

Bellmann, L., & Hubler, O. (2020). Working from home, job satisfaction and work–life balance –robust or heterogeneous links? International Journal of Manpower, 4(23), 424-441.

Birdthistle, N. (2006). Training and learning strategies of family businesses: An Irish case. Journal of European Industrial Training, 30(7), 550-568.

Burke, P. J., & Stets, J. E. (2009). Identity theory. Oxford University Press.

Carbery, R., & Garavan, T. N. (2005). Organisational restructuring and downsizing: Issues related to learning, training, and employability of survivors. Journal of European Industrial Training, 29(6), 488-508.

Chang, S. J., Van Witteloostuijn, A., & Eden, L. (2010). From the editors: common method variance in international business research. Journal of International Business Studies, 41 (2), 178-184.

Chiaburu, D. S., & Tekleab, A.G. (2005). Individual and contextual influences on multiple dimensions of training effectiveness. Journal of European Industrial Training, 29(8), 604-626. Malaysian Management Journal, 28 (July) 2024, pp: 245-

Chukwu, G. M. (2016). Trainer attributes as drivers of training effectiveness. Industrial and Commercial Training, 48(7), 367-373.

Clauss, E., Hoppe, A., Schachler, V. & O’Shea, D. (2021). Occupational self-efficacy and work engagement as moderators in the stressor-detachment model. Work and Stress, 35(1), 74-92.

Combs, J. G. (2010). Big samples and small effects let’s not trade relevance and rigor for power. Academy of Management Journal, 53(1), 9-13.

De Clercq, D., Haq, I. U., & Azeem, M. U. (2018). Self-efficacy to spur job performance: Roles of job-related anxiety and perceived workplace incivility. Management Decision, 56(4), 891-907.

Facteau, J.D., Dobbins, G.H., Russell, J.E., Ladd, R.T., & Kudisch, J.D. (1995). The influence of general perceptions of the training environment on pre-training motivation and perceived training transfer. Journal of Management, 21(1), 1-25.

Galbraith, M.W. (1998). Becoming an effective teacher of adults. In Galbraith, M.W. (Ed.), Adult learning methods. Krieger Publishing Company, Malabar, Florida, 3-19.

Ganiyu, I. O., Atiku, S. O., & Van der Byl, K. (2022). An evolution of virtual training: implications for talent development in the post-pandemic period. Development and Learning in Organizations: An International Journal, 37(2), 10-13.

Gil, A. J., Rodriguez-Cavides, L., & Romero-Daza, D. (2023). Analysis of training effectiveness from the perspective of managers and employees in the Colombian hospitality industry. Industrial and Commercial Training, 3, 346-354.

Gegenfurtner, A., Knogler, M. & Schwab, S. (2020). Transfer interest: Measuring interest in training content and interest in training transfer. Human Resource Development International, 23(2), 146-167.

Gopalan, N., Pattusamy, M. & Goodman, S. (2022). Family incivility and work-engagement: Moderated mediation model of personal resources and family-work enrichment. Current Psychology, 41, 7350-7361.

Ghosh, P., Prasad Joshi, J., Satyawadi, R., Mukherjee, U., & Ranjan, R. (2011). Evaluating effectiveness of a training programme with trainee reaction. Industrial and Commercial Training, 43(4), 247-255.

Han, J. W., Nguyen, T. T. M., Hua, S. M., & Pham, T. H. (2023). Organizational learning through training effectiveness: evidence from the hospitality industry in Vietnam. The Learning Organization, 30(5), 532-553. Malaysian Management Journal, 28 (July) 2024, pp: 245-

Holton, E.F. & Baldwin, T.T. (2000). Making transfer happen: an action perspective on learning transfer systems. Advances in Developing Human Resources, 8(2), 1-6.

Hair, J., Page, M. & Brunsveld, N. (2019). Essentials of business research methods (4th ed.). Routledge, an imprint of the Taylor and Francis Group New York, NY.

Hair, J. F., Risher, J. J., Sarstedt, M., & Ringle, C.M. (2019). When to use and how to report the results of PLS-SEM. European Business Review, 31(1), 2-24.

Holton, E. F., Bates, R. A., & Ruona, W.E.A. (2000). Development of a generalized learning transfer system inventory. Human Resource Development Quarterly, 11(4), 333-360.

Hünermund, P., & Louw, B. (2020). On the nuisance of control variables in regression analysis. arXiv preprint arXiv:2005.10314.

Jelinek, R., Ahearne, M., Mathieu, J., & Schillewaert, N. (2006). A longitudinal examination of individual, organizational, and contextual factors on sales technology adoption and job performance. Journal of Marketing Theory and Practice, 14(1), 7-23.

June, S., & Mahmood, R. (2011). Role ambiguity and job performance of employees in the service sector SMEs in Malaysia. Malaysian Management Journal, 15, 1-20.

Keele, L., Stevenson, R. T., & Elwert, F. (2020). The causal interpretation of estimated associations in regression models. Political Science Research and Methods, 8(1), 1-13.

Kodwani, A. D., & Prashar, S. (2019). Exploring the influence of pre-training factors on training effectiveness-moderating role of trainees’ reaction: A study in the public sector in India. Human Resource Development International, 22(3), 283-304.

Kodwani, A. D., & Kodwani, M. (2021). Exploring determinants of pre-training motivation and training effectiveness: a temporal investigation. In Evidence-Based HRM: A Global Forum for Empirical Scholarship 9(4), 321-337.

Kodwani, A. D. (2017). Decoding training effectiveness: the role of organisational factors. Journal of Workplace Learning, 29(3), 200-216.

Kundu, A. (2020). Toward a framework for strengthening participants’ self-efficacy in online education. Asian Association of Open Universities Journal, 15(3), 351-370.

Lathabhavan, R., & Griffiths, M. D. (2023). Antecedents and job outcomes from a self-efficacy perspective while working from home among professionals during the COVID-19 pandemic. International Journal of Manpower, 45(2), 217-236, Malaysian Management Journal, 28 (July) 2024, pp: 245-

Liu, S.F., Fan, Y.J., Luh, D.B. & Teng, P.S. (2022). Organizational culture: the key to improving service management in industry 4.0. Applied Science, (12)1, 1-23.

Ma, J., Ollier-Malaterre, & Lu, C.Q. (2021). The impact of techno-stressors on work–life balance: the moderation of job self-efficacy and the mediation of emotional exhaustion. Computers in Human Behavior, 122, 106811.

Manna, A., & Biswas, D. (2018). Theory of training effectiveness. International Journal of Management, Technology and Engineering, 8(1), 271-283.

Mahesar, A. J., Khokhar, S., Abbasi, K. H., & Shaikh, N. (2020). Impact of self-efficacy and organizational culture on organizational commitment of bank officers. SALU-Commerce and Economic Review, 6(1), 131-147.

Memon, M., Soomro, B. A., & Shah, N. (2019). Enablers of entrepreneurial self-efficacy in a developing country. Education+ Training, 61(6), 684-699.

Miraglia, M., Cenciotti, R., Alessandri, G., & Borgogni, L. (2017). Translating self-efficacy in job performance over time: The role of job crafting. Human Performance, 30(5), 254-271.

Mohd Isa, M. F., Ugheoke, S. O., & Wan Mohd Noor, W. S. (2016). The influence of organizational culture on employees’ performance: Evidence from Oman. Journal of Entrepreneurship and Business, 4(2), 1-12.

Nikandrou, I., Brinia, V., & Bereri, E. (2009). Trainee perceptions of training transfer: an empirical analysis. Journal of European Industrial Training, 33(3), 255-270.

Noe, R. A., & Wilk, S. L. (1993). Investigation of the factors that influence employees’ participation in development activities. Journal of Applied Psychology, 78(2), 291. Ņikitina, T., Lapiņa, I., Ozoliņš, M., Irbe, M. M., Priem, M., Smits, M., & Nemilentsev, M. (2020). Competences for strengthening entrepreneurial capabilities in Europe. Journal of Open Innovation: Technology, Market, and Complexity, 6(3), 62.

Oman, S. (2012). Quality of higher education in 21st century - A case of Oman. Journal of Educational and Instructional Studies in the World, 2(2), 2146-7463.

Ozyilmaz, A., Erdogan, B., & Karaeminogullari, A. (2018). Trust in organization as a moderator of the relationship between self‐efficacy and workplace outcomes: A social cognitive theory‐based examination. Journal of Occupational and Organizational Psychology, 91(1), 181-204. Malaysian Management Journal, 28 (July) 2024, pp: 245-

Paradise, A. (2007). State of the industry: ASTD’s annual review of trends in workplace learning and performance. Alexandria, VA: ASTD.

Razek, N., & Coyner, S. C. (2014). Impact of self-efficacy on Saudi students’ college performance. Academy of Educational Leadership Journal, 18(4), 85-96.

Runhaar, P., Sanders, K., & Yang, H. (2010). Stimulating teachers’ reflection and feedback asking: An interplay of self-efficacy, learning goal orientation, and transformational leadership. Teaching and Teacher Education, 26(5), 1154-1161.

Roczniewska, M., Puchalska-Kamińska, M., & Łądka-Barańska, A. (2022). Facing education reform: Change-related self-efficacy is linked to job insecurity via appraisal. Economic and Industrial Democracy, 43(3), 1164-1188.

Rowold, J. (2007). The impact of personality on training‐related aspects of motivation: Test of a longitudinal model. Human Resource Development Quarterly, 18(1), 9-31.

Scheeres, H., & Rhodes, C. (2006). Between cultures: values, training, and identity in a manufacturing firm. Journal of Organizational Change Management, 19(2), 223-236.

Sitzmann, T., & Weinhardt, J. M. (2019). Approaching evaluation from a multilevel perspective: A comprehensive analysis of the indicators of training effectiveness. Human Resource Management Review, 29(2), 253-269.

Sitzmann, T., & Yeo, G. (2013). A meta-analytic investigation of the within-person self-efficacy domain: Is self-efficacy a product of past performance or a driver of future performance. Personnel Psychology, 66, 531–568.

Stajkovic, A. D., & Luthans, F. (1998). Self-efficacy and work-related performance: A meta-analysis. Psychological Bulletin, 124(2), 240–261. https://doi.org/10.1037/0033-2909.124.2.240

Somsing, A., & Belbaly, N. A. (2017). Managerial creativity: the roles of dynamic capabilities and risk preferences. European Management Review, 14(4), 423-437.

Tai, W. T. (2006). Effects of training framing, general self‐efficacy, and training motivation on trainees’ training effectiveness. Personnel Review, 35(1), 51-65.

Talukder, A. M. H., & Ahmed, J. U. (2012). Effect of strategic determinants of training on the job performance, effectiveness and efficiency: An empirical study. Malaysian Management Journal, 16, 23-42. Malaysian Management Journal, 28 (July) 2024, pp: 245-

Tønnessen, Ø., Dhir, A. & Flaten, B.T. (2021). Digital knowledge sharing and creative performance: work from home during the COVID-19 pandemic. Technological Forecasting and Social Change, 170, 120866.

Tzur, S. K., Ganzach, Y., & Pazy, A. (2016). On the positive and negative effects of self-efficacy on performance: Reward as a moderator. Human Performance, 29(5), 362-377.

Velada, R., & Caetano, A. (2007). Training transfer: the mediating role of perception of learning. Journal of European Industrial Training, 31(4), 283-296.

Vancouver, J. B., & Purl, J. D. (2017). A computational model of self-efficacy’s various effects on performance: Moving the debate forward. Journal of Applied Psychology, 102(4), 599–616.

Vancouver, J. B., More, K. M., & Yoder, R. J. (2008). Self-efficacy and resource allocation: Support for a nonmonotonic, discontinuous model. Journal of Applied Psychology, 93(1), 35–47. https://doi.org/10.1037/0021-9010.93.1.35

Vermeulen, R., & Admiraal, W. (2009). Transfer as a two‐way process: testing a model. Journal of European Industrial Training, 33(1), 52-68.

Wang, S., & Hsu, I. C. (2014). The effect of role ambiguity on task performance through self-efficacy—a contingency perspective. IEEE Transactions on Engineering Management, 61(4), 681-689.

Westreich, D., & Greenland, S. (2013). The table 2 fallacy: presenting and interpreting confounder and modifier coefficients. American Journal of Epidemiology, 177(4), 292-298.

Wood, R., & Bandura, A. (1989). Social cognitive theory of organizational management. Academy of Management Review, 14(3), 361-384.

Wu, H., Chen, M., & Wang, X. (2023). Linking customer mistreatment to employees’ helping behaviour: a self-efficacy perspective of autonomous and dependent helping. International Journal of Contemporary Hospitality Management, 35(10), 3681-3702. DOI: 10.1108/IJCHM-12-2021-1491

Xiao, J. (1996). The relationship between organizational factors and the transfer of training in the electronics industry in Shenzhen, China. Human Resource Development Quarterly, 7(1), 55-73.