The Impact of Self-Efficacy on Performance Management in Malaysia's Public Sector

Ruhana Mohamad Zam, Syahrul Ahmar Ahmad, Aida Maria Ismail and Aida Hazlin Ismail

Information Management and Business Review, 2024, vol. 16, issue 3, 536-549

Abstract: This study investigates the impact of self-efficacy on performance management within Malaysia's public sector. Grounded in goal-setting theory, which posits that specific and challenging goals enhance motivation and performance, this research examines how self-efficacy—the belief in one's ability to execute tasks, influences performance outcomes. Conducted through qualitative in-depth interview sessions with selected participants who are from Tier 1 and Tier 2 staff of the Federal Government of Malaysia, this study provides an in-depth analysis of the relationship between self-efficacy and performance management practices. The study examines how self-efficacy influences performance management in Malaysia's public sector. Several key findings have arisen from merging the High-Performance Cycle model with Bandura's self-efficacy theory. The findings emphasize the importance of self-efficacy in improving performance management strategies. Integrating self-efficacy with the High-Performance Cycle model yields concrete solutions for increasing leadership effectiveness and organizational performance. Investing in self-efficacy through focused interventions, coaching, and self-care can greatly improve performance management and help organizations reach their goals more efficiently.

Date: 2024
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Persistent link: https://EconPapers.repec.org/RePEc:rnd:arimbr:v:16:y:2024:i:3:p:536-549

DOI: 10.22610/imbr.v16i3(I).3906

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