(Luận văn thạc sĩ) self management, psychological empowerment, self efficacy and job performance, a study on employees in the tourism and hospitality organizations in vietnam

UNIVERSITY OF ECONOMICS HO CHI MINH CITY International School of Business Vo Hoang Bac h SELF-MANAGEMENT, PSYCHOLOGICAL EMPOWERMENT, SELF-EFFICACY AND JOB PERFORMANCE A STUDY ON EMPLOYEES IN THE TOURISM AND HOSPITALITY ORGANIZATIONS IN VIETNAM MASTER OF BUSINESS (Honours) Ho Chi Minh City-Year 2015 UNIVERSITY OF ECONOMICS HO CHI MINH CITY International School of Business Vo Hoang Bac h SELF-MANAGEMENT, PSYCHOLOGICAL EMPOWERMENT, SELF-EFFICACY AND JOB PERFORMANCE A STUDY ON EMPLOYEES IN THE TOURISM AND HOSPITALITY ORGANIZATIONS IN VIETNAM ID: 22130008 MASTER OF BUSINESS (Honours) SUPERVISOR: Dr Nguyen Thi Mai Trang Ho Chi Minh City-Year 2015 ACKNOWLEDGEMENT Firstly, I would like to express my gratefulness to my supervisor Dr Nguyen Thi Mai Trang for her professional guidance, intensive support, valuable suggestions, instructions and encouragement during the time of doing my research I would like to express my deepest gratitude to Dr Tran Ha Minh Quan, Dr Nguyen Dinh Tho, Dr Nguyen TN Que, Dr Nguyen Dang Lam, and Dr Pham Phu Quoc for their valuable time as the members of the thesis examination committee Their comments and meaningful suggestions were contributed significantly for my completion of this research My sincere thanks are given to all of my teachers at International Business School – University of Economics of Ho Chi Minh City for their teaching and guidance during my master course h ABSTRACT In the context of managerial effectiveness, self-management is an important variable which helps employee fully accountable and responsible for making and keeping commitments to improve individual performance, increased results and enhance levels of self confidence Both public and private organizations need to more concern to the development of high effort performers within a strong performance culture in the value of high power distance culture such as Vietnam This opens many opportunities and challenges for tourism and hospitality organizations to take advantages of well-performed employee to be competitive in the market In an effort to help local tourism & hospitality companies to have an overview about employees’ behavior in working performance, this study examined the relationships of these factors: selfmanagement, psychological empowerment, self-efficacy, and job performance of 336 employees from 62 travel agencies and hotels in HCM city with an expectation of strengthening evidence in h Vietnam Employing the CFA & SEM analyses, the research findings indicated that there were the positive relationships among self-management, psychological empowerment, self-efficacy; and these antecedents had a significant impact on job performance of Vietnamese employees The study also points out useful practical and managerial implications, which support Vietnamese organization managers not only to concentrate their positioning strategies on managers but also on subordinates; and encourage the organizations to use suitable human resource management (HRM) strategies to enhance both employee self-management & job performance in tourism and hospitality industry Key words: Employee self-management, self-efficacy, psychological empowerment, job performance, Vietnam tourism & hospitality organizations, HCM city CONTENTS ACKNOWLEDGEMENT ABSTRACT ABBREVIATION Chapter 1: INTRODUCTION 1.1 Background to the research and research problem 1.2 Research objectives 1.3 Research methodology and research scope 1.4 Research significance 1.5 Research structure Chapter 2: LITERATURE REVIEW Job performance 2.2 Psychological empowerment 2.3 Self-efficacy 10 2.4 Self-management 11 2.5 Self-management, psychological empowerment, self-efficacy, and job performance 13 2.6 Conceptual model 17 h 2.1 Chapter 3: METHODOLOGY 19 3.1 Research design 19 3.1.1 Research process 19 3.1.2 Measurement scales 21 3.2 Quantitative study 25 3.2.1 Sample 25 3.2.2 Data analysis procedures 26 Chapter 4: DATA ANALYSIS 28 4.1 Respondents’ demographics 28 4.2.1 CFA for the first-order constructs 30 4.2.2 CFA for second-order constructs 33 4.2.3 CFA for the final measurement model 39 4.3 Structural equation modeling (SEM) 45 4.4 Bootstrap method 47 4.5 Discussion 47 Chapter 5: CONCLUSION, IMPLICATIONS, AND LIMITATION 51 5.1 Managerial implications 52 5.2 Limitations and future research 54 REFERENCES 55 APPENDICES 62 h LIST OF FIGURES Figure 2.1 Conceptual model 17 Figure 3.1 Research process 20 Figure 4.1 CFA model of Self-Efficacy 30 Figure 4.2 CFA model of Job Performance 32 Figure 4.3 CFA model of Self-Management 34 Figure 4.4 CFA model of Psychological Empowerment 37 Figure 4.5 Final measurement model 44 Figure 4.6 Structural results (standardized estimates) 46 LIST OF TABLES Table 3.1 Source of data collection 25 Table 4.1 Respondents’ characteristics 29 Table 4.2 The first run of CFA (of Self-efficacy and Job performance) 31 Table 4.3 Summarized of CR, AVE and Cronbach’α (first order constructs) 32 h Table 4.4 Summarized of CR, AVE and Cronbach’α (self-management) 35 Table 4.5 Correlations (of Self-Management) 36 Table 4.6 Summarized of CR, AVE and Cronbach’α (Psychological Empowerment) 38 Table 4.7 Correlation (of Psychological Empowerment) 39 Table 4.8 Summarized of CR, AVE and Cronbach’α (final model) 40 Table 4.9 CFA Summary of eliminated item 42 Table 4.10 Correlations (final measurement model) 42 Table 4.11 Unstandardized structural paths 45 Table 4.12 Regression Weights (bootstrap standard errors) 47 LIST OF APPENDICES Appendix A List of in-depth interviews’ participants 62 Appendix B Qualitative in-depth interview 62 Appendix C Qualitative in-depth interview findings 66 Appendix D Questionnaire (English Version) 72 Appendix E Questionnaire (Vietnamese Version) 76 Appendix F Correlations among components of Self-management, Psychological…………… 80 Appendix G Final measurement scales 82 h ABBREVIATION Confirmatory Factor Analysis EFA Exploratory Factor Analysis EFL English as Foreign Language JobP Job Performance GDP Gross Domestic Product HR Human Resource HRM Human Resource Management ILO International Labor Organization PE Psychological Empowerment CR Composite reliability AVE Averaged variance extracted SEM Structural equation modeling h CFA SE Self-Efficacy SM Self-Management SPSS Statistical Package for the Social Sciences Chapter 1: INTRODUCTION 1.1 Background to the research and research problem In the trend of transitioning and developing Vietnam’s economy, the service sector, consisting of tourism and hospitality industry, has always played an important role According to The World Travel & Tourism Council (2014), the direct contribution of Travel & Tourism to GDP is “calculated to be consistent with the output, as expressed in National Accounting, of tourism-characteristic sectors such as hotels, airlines, airports, travel agents and leisure and recreation services that deal directly with tourists” (p 2) The total contribution of Travel & Tourism to GDP of Vietnam was VND311,117.0bn (9.6% of GDP) in 2013 and directly supported 1,899,000 jobs (3.7% of total employment) It is forecasted to grow by 6.3% per annum to VND299,846.0bn (4.7% of GDP) by 2024 and visitor exports are a key component of the direct contribution of Travel & Tourism (World Travel & Tourism Council, 2014) However, h a survey recently launched by one EU-funded tourism development program revealed that a mere 6% of the questioned international tourists choose to return to Vietnam due to poor tourism services, inconvenient transport and inadequate investment ( Management Board of the EUfunded Environmentally and Socially Responsible Tourism Capacity Development Program, as cited in Tuoi Tre News, 2014) In the term of service evaluating criteria, this organization mentioned that the unprofessional workforce was one of the main reason causing services to be poor This survey fiercely challenges Vietnam’s tourism status quo and suffer its future objectives Therefore, the tourism and hospitality industry are strongly required to improve its operational efficiency of the workforce in providing services Zeithaml et al (as cited in Tsaur et al., 2003) stated that delivering good quality of service is considered an essential strategy for success and survival in contemporary’s competitive understand this sentence happens in my department Pham Truong Duy – 33 I have significant The interviewee Modified: I have years old, Tour guide influences over what suggested adding the significant influences Pham Thi Hue – 28 happens in my word “about hierarchical about hierarchical years old, Sale clerk department structure & information” structure & to help the readers clearly information over what understand this sentence happens in my department Self-efficacy Le Ngoc Tu – 26 years I can always With this item, respondents Excluded this item old, Hotel receptionist manage to solve stated that it is not clarified in due to it is not Ly Huynh Anh Thua – difficult problems meaning, as well as it is common in Vietnam 30 years old, Tour if I try hard enough difficult for Vietnamese context and it is operator subordinates to measure This difficult for employees Nguyen Anh Phuc – 31 item is partly described clearer to measure this item years old, Tour guide by other item in scale h Pham Thi Hue – 28 If someone The interviewees mentioned Excluded this item years old, Sale clerk opposes me, I can that it is not a very clear due to it is not easy for Nguyen Anh Phuc – 31 find the means and sentence in Vietnam The Vietnamese years old, Tour guide ways to get what I terms of “means and ways” employees to define Pham Truong Duy – 33 want are quite general for years old, Tour guide Vietnamese employees to clarify Nguyen Giang – 36 I am confident that With this sentence, for more Modified: I am years old, Customer I could deal understandable, respondents confident about my care execute efficiently with suggested replacing the phrase abilities to deal with Pham Truong Duy – 33 unexpected events “that I could deal efficiently unexpected events years old, Tour guide with” by “about my abilities to deal with” Nguyen Giang – 36 Thanks to my With regard to this item, the Excluded this item years old, Customer resourcefulness, I interviewees mentioned that it due to it is not 69 care execute know how to is not clarified in meaning and common in Vietnam Ly Huynh Anh Thua – handle unforeseen it is not popular in Vietnam context 30 years old, Tour situations context Le Ngoc Tu – 26 years I can solve most The phrase of “invest the Excluded this item old, Hotel receptionist problems if I necessary effort” is not due to it is not Pham Thi Hue – 28 invest the clarified in meaning, as well clarified in meaning years old, Sale clerk necessary effort as it is difficult for and it is difficult for Vietnamese employees to employees to measure approach and measure It is this item operator Pham Truong Duy – 33 years old, Tour guide also partly mentioned by other item in scale I can remain calm With regard to this sentence, Excluded this item years old, Customer when facing respondents mentioned that it due to it is not care execute difficulties because is quite vague It is also partly clarified in meaning Ly Huynh Anh Thua – I can rely on my measured by other item in 30 years old, Tour coping abilities scale Nguyen Anh Phuc – 31 I can usually With regard to this item, the Excluded this item years old, Tour guide handle whatever interviewees mentioned that it due to it is not realistic Le Ngoc Tu – 26 years comes my way is not realistic It is nearly in Vietnam context h Nguyen Giang – 36 operator old, Hotel receptionist impossible for Vietnamese Pham Thi Hue – 28 subordinates to handle years old, Sale clerk whatever comes their ways Nguyen Giang – 36 years old, Customer care execute Job performance Ly Huynh Anh Thua – All respondents Additional time 30 years old, Tour recommended adding a range: Within six operator time range such as “with months ago 70 Pham Truong Duy – 33 six months ago” in this years old, Tour guide dimension to help the Le Ngoc Tu – 26 years readers easily to measure old, Hotel receptionist and evaluate Nguyen Giang – 36 years old, Customer care execute Nguyen Anh Phuc – 31 years old, Tour guide Pham Thi Hue – 28 years old, Sale clerk Ly Huynh Anh Thua – I performed high- The interviewees Excluded this item 30 years old, Tour quality work mentioned this item is due to it is not clear in operator quite difficult to meaning and it is Nguyen Anh Phuc – 31 understand and it is not difficult to measure years old, Tour guide easy for Vietnamese Pham Thi Hue – 28 employees to measure h years old, Sale clerk Ly Huynh Anh Thua – Beside the classification Additional item: The 30 years old, Tour items, all respondents company that you are operator recommended adding this working for is: Pham Truong Duy – 33 item for statistical years old, Tour guide purpose Le Ngoc Tu – 26 years old, Hotel receptionist Nguyen Giang – 36 years old, Customer care execute Nguyen Anh Phuc – 31 years old, Tour guide Pham Thi Hue – 28 years old, Sale clerk 71 Appendix D Questionnaire (English Version) Dear Sir/Madam I am Vo Hoang Bac, a student of Master Program of University of Economics Ho Chi Minh City I am undertaking a research to investigate the relationships between employee’s selfmanagement and job performance at your workplace For this purpose, I kindly request you to complete the following short questionnaire regarding your attitude about self-management, psychological empowerment, and self-efficacy and job performance It should take you no longer than 10 minutes to complete the questionnaire Although your response is significantly important to my research, your participation in this survey is voluntary Your personal information will not be disclosed without your permission If you have concerns or questions over this study, please contact me via email address: bacvovietnam@gmail.com or phone number: +84 975010603 h I Section A This section helps you to be clearer about job performance at your workplace Job performance in this survey has been defined as “the overall expected value from employees’ behaviors carried out over the course of a set period of time” In other words, job performance means your ability to perform effectively in your job requires that mentioned in job description for your position How long have you been doing your current job? Less than six months Over six months If your answer for question is less than six months, you can stop your work here Thank you for your cooperation in completing this questionnaire 72 If your answer for question is over six months, please continue answering the questions in Section B and Section C II Section B This section explores your attitude and perceptions regarding job performance, psychological empowerment, self-efficacy, and self-management To what extent you agree with each of the following statements, Strongly disagree Disagree Somewhat disagree Neither agree nor disagree Somewhat agree Agree Strongly agree please indicate your answer using the following 5-point scale where: Question I am aware of level of my performance I know how my performance stands I judge how well I am performing I can define organization goals I can establish task goals I can set goals for personal performance 7 My colleagues praise each other if we have done a job well My colleagues praise each other for good job I feel good about myself if I a good job 10 If my performance on a job is below par, I am critical of myself 11 I am tough of myself if my performance is not up to standard 12 I am critical when I poorly 13 I think I can very well in my job 14 I expect high performance from myself = Strongly disagree = Disagree = Somewhat disagree = Neither agree nor disagree = Somewhat agree = Agree h = Strongly agree 73 15 I expect a lot from myself 16 I always go over activity before I attempt it 17 I always practice new task before I it the first time 18 I always think how to a job before I a job 19 The work I very important to me 20 Each of my job activities are personally meaningful to me 21 In general, the work I is meaningful to me 22 I am confident about my ability to my job 23 I am self-assured that I am well trained to perform my work activities 24 I have mastered the skills necessary for my job 25 I have significant autonomy in determining how I my job 26 I can decide my own how to go about doing my work 27 7 7 31 I have considerable opportunity for independence & freedom in how I my job My impact about hierarchical structure & information on what happens on my department is large I have a great deal of control about hierarchical structure & information over what happens in my department I have significant influences about hierarchical structure & information over what happens in my department It is easy for me to stick to my aims and accomplish my goals 32 I am confident about my abilities to deal with unexpected events 33 When I am confronted with a problem, I can usually find several 7 28 29 30 h solutions 34 If I am in trouble, I can usually think of a solution Within six months ago: 35 I completed work in a timely and effective manner 36 I completed tasks in an unsatisfactory manner (reverse-coded) 37 I feel happy with my quality of work 38 I did my job better than others 39 Overall, I satisfied with my job performance 74 III Section C – Background Information This section of the questionnaire refers to background or biographical information The information will allow me to classify and compare groups of respondents Gender Male Female Age group in years 19 – 23 24 – 30 31 – 40 41- 50 > 50 Income per month (1,000,000vnd/month) 6–9 – 14 > 14 h 3–6 The company that you are working for is:………………………………………………… Thank you for your co-operation in completing this questionnaire! 75 Appendix E Questionnaire (Vietnamese Version) PHIẾU KHẢO SÁT Kính chào Anh/Chị, tơi tên Võ Hồng Bắc, học viên cao học trường Đại học Kinh tế Tp.HCM Tôi nghiên cứu yếu tố tác động đến hiệu suất công việc nhân viên (cá nhân) quan nơi anh chị làm việc Rất mong Anh/Chị dành khoảng đến 10 phút để nói lên quan điểm Anh/Chị phát biểu đề cập Phiếu khảo sát Mặc dù câu trả lời Anh/ Chị quan trọng nghiên cứu tôi, nhiên việc tham gia khảo sát hồn tồn khơng bắt buộc Thông tin cá nhân Anh/ Chị giữ bí mật hồn tồn Trong q trình thực phiếu khảo sát này, Anh/Chị có thắc mắc nào, xin vui lịng liên lạc với tơi thông qua địa email: bacvovietnam@gmail.com, số điện thoại: 0975010603 h I Phần A Phần giúp bạn rõ ràng hiệu suất công việc dựa tác động lực quản lý thân, yếu tố tâm lý phân quyền, tự tin vào khả mình: Hiệu suất công việc (công việc quan) khảo sát định nghĩa "tổng thể giá trị kỳ vọng từ hành vi người lao động xảy giai đoạn thời gian cụ thể" Nói cách khác, hiệu suất cơng việc có nghĩa khả bạn để thực có hiệu u cầu cơng việc đề cập bảng mơ tả cơng việc cho vị trí công việc mà bạn nắm giữ Anh/Chị làm công việc bao lâu? Dưới sáu tháng Trên sáu tháng 76 Nếu câu số anh/chị trả lời sáu tháng, anh/chị dừng việc trả lời khảo sát Chân thành cám ơn giúp đỡ anh chị Nếu câu số anh/chị trả lời sáu tháng, xin anh/chị vui lòng trả lời tiếp câu hỏi phần B phần C II Phần B Phần thể thái độ cách nhìn nhận Anh/Chị yếu tố tác động đến hiệu suất công việc Xin cho biết mức độ đồng ý Anh/ Chị Hồn tồn khơng đồng ý Không đồng ý Không đồng ý phần Trung dung/khơng có ý kiến Đồng ý phần Đồng ý Hoàn toàn đồng ý phát biểu sau cách đánh dấu ( X ) vào ô Câu hỏi Tôi nhận thức mức độ hiệu suất công việc Tôi biết hiệu suất cơng việc tơi vị trí Tôi đánh giá hiệu suất cơng việc tơi thực Tơi nhận biết mục tiêu cơng ty Tơi xác lập mục tiêu nhiệm vụ giao Tơi đặt mục tiêu cho hiệu suất công việc cá nhân 7 Đồng nghiệp ca ngợi lẫn chúng tơi hồn thành tốt cơng việc Đồng nghiệp tơi ln khích lệ lẫn để hồn thành tốt cơng việc Tôi cảm thấy sung sướng làm tốt cơng việc 10 Nếu hiệu suất công việc tơi khơng đạt, tơi ln đánh giá lại 11 Tôi nghiêm khắc với thân hiệu suất cơng việc không đạt chuẩn tương ứng, với: Ơ số 1: Hồn tồn khơng đồng ý Ơ số 2: Khơng đồng ý Ơ số 3: Khơng đồng ý phần Ơ số 4: Trung dung/khơng có ý kiến h Ơ số 5: Đồng ý phần Ô số 6: Đồng ý Ô số 7: Hồn tồn đồng ý 77 Tơi tự trách thực công việc không tốt 13 Tơi nghĩ tơi làm tốt công việc 14 Tôi kỳ vọng phải thực công việc với hiệu suất cao 15 Tôi kỳ vọng thân phải làm tốt cơng việc 16 Tôi kiểm tra hoạt động cơng việc trước thực hiên 17 Trước thực công việc lần đầu tiên, thực hành 18 Tơi suy nghĩ cách thực công việc trước thực 19 Công việc làm quan trọng với 20 Mọi việc cơng việc có ý nghĩa với cá nhân 21 Nhìn chung, cơng việc có ý nghĩa với 22 Tôi tự tin vào khả thực công việc 23 Tôi cam đoan rèn luyện tốt để thực công việc 24 Tôi làm chủ kỹ cần thiết cho nghề nghiệp 25 Tôi tự chủ việc xác định cách thực công việc 26 Tơi tự định cách thực công việc 27 Tôi tạo nhiều hội để làm việc theo cách muốn 28 Tơi có tác động lớn phương diện chức thơng tin xảy phận nơi tơi làm việc Tơi có kiểm sốt lớn phương diện chức thơng tin diễn phận nơi tơi làm việc Tơi có ảnh hưởng lớn phương diện chức thông tin xảy phận nơi tơi làm việc Tôi cảm thấy dễ dàng để tập trung vào mục tiêu hồn thành mục tiêu tơi Tôi tự tin vào khả để đối phó hiệu với kiện bất 7 7 7 h 12 29 30 31 32 ngờ 33 34 Khi đối diện với vấn đề, tơi thường tìm nhiều giải pháp để giải Nếu gặp vấn đề khó khăn, tơi ln nghĩ cách giải Trong sáu tháng vừa qua: 35 Tôi hồn thành cơng việc cách kịp thời hiệu 36 Tơi hồn thành cơng việc với tâm trạng khơng hài lịng 37 Tơi cảm thấy hài lịng với chất lượng làm việc 38 Tôi làm công việc tốt so với người khác 39 Nói chung, tơi hài lịng với hiệu suất công việc 78 III Phần C – thông tin cá nhân Phần liên quan đến thông tin cá nhân Xin Anh/ Chị cho biết số thông tin sau để phục vụ cho việc phân loại so sánh nhóm đối tượng khảo sát Giới tính Nam Nữ Nhóm tuổi 19 – 23 24 – 30 31 – 40 41- 50 > 51 Thu nhập/tháng (đvt: triệu đồng) 6–9 – 14 > 14 h 3–6 Hiện anh/chị làm cho công ty:………………………………………………… CẢM ƠN ANH CHỊ ĐÃ THAM GIA KHẢO SÁT - 79 Appendix F Correlations among components of Self-management, Psychological Empowerment, Self-efficacy, & Job Performance Correlation SMGoal SMReinf SECritic SEExpect SERehears PEMean PECom PESelfD PEImpa SelfE JobP SMReinf SECritic SEExpect SERehears PEMean PECom PESelfD PEImpa SelfE JobP SECritic SEExpect SERehears PEMean PECom PESelfD PEImpa SelfE JobP SEExpect SERehears PEMean PECom PESelfD PEImpa SelfE JobP SERehears PEMean PECom PESelfD 0.75(0.036) 0.77(0.035) 0.53(0.046) 0.61(0.043) 0.61(0.044) -0.01(0.055) 0.14(0.054) 0.03(0.055) 0.05(0.055) 0.33(0.052) 0.36(0.051) 0.74(0.037) 0.53(0.046) 0.63(0.043) 0.61(0.043) 0.08(0.055) 0.21(0.053) 0.06(0.055) 0.10(0.054) 0.37(0.051) 0.33(0.052) 0.61(0.043) 0.66(0.041) 0.70(0.039) 0.14(0.054) 0.22(0.053) 0.13(0.054) 0.17(0.054) 0.37(0.051) 0.37(0.051) 0.77(0.035) 0.77(0.035) 0.09(0.055) 0.22(0.053) 0.10(0.054) 0.08(0.055) 0.39(0.050) 0.49(0.048) 0.78(0.034) 0.09(0.055) 0.22(0.053) 0.12(0.054) h SMObserv SMObserv SMObserv SMObserv SMObserv SMObserv SMObserv SMObserv SMObserv SMObserv SMObserv SMGoal SMGoal SMGoal SMGoal SMGoal SMGoal SMGoal SMGoal SMGoal SMGoal SMReinf SMReinf SMReinf SMReinf SMReinf SMReinf SMReinf SMReinf SMReinf SECritic SECritic SECritic SECritic SECritic SECritic SECritic SECritic SEExpect SEExpect SEExpect SEExpect r(SE) 80 1-r 0.25 0.23 0.47 0.39 0.39 1.01 0.86 0.97 0.95 0.67 0.64 0.26 0.47 0.37 0.39 0.92 0.79 0.94 0.90 0.63 0.67 0.39 0.34 0.30 0.86 0.78 0.87 0.83 0.63 0.63 0.23 0.23 0.92 0.79 0.90 0.92 0.61 0.51 0.22 0.91 0.78 0.89 t-value p-value (1-r) 6.84 0.000 6.57 0.000 10.14 0.000 8.94 0.000 9.05 0.000 18.37 0.000 15.81 0.000 17.72 0.000 17.38 0.000 13.03 0.000 12.49 0.000 7.11 0.000 10.14 0.000 8.74 0.000 9.01 0.000 16.92 0.000 14.77 0.000 17.16 0.000 16.55 0.000 12.36 0.000 12.97 0.000 8.95 0.000 8.23 0.000 7.68 0.000 15.81 0.000 14.67 0.000 16.00 0.000 15.33 0.000 12.42 0.000 12.45 0.000 6.64 0.000 6.64 0.000 16.78 0.000 14.69 0.000 16.46 0.000 16.80 0.000 12.05 0.000 10.64 0.000 6.46 0.000 16.77 0.000 14.63 0.000 16.28 0.000 (Continued) Correlation PEImpa SelfE JobP PEMean PECom PESelfD PEImpa SelfE JobP PECom PESelfD PEImpa SelfE JobP PESelfD PEImpa SelfE JobP PEImpa SelfE JobP SelfE JobP JobP 0.12(0.054) 0.39(0.050) 0.42(0.050) 0.13(0.054) 0.25(0.053) 0.11(0.054) 0.14(0.054) 0.42(0.050) 0.49(0.048) 0.60(0.044) 0.54(0.046) 0.46(0.048) 0.21(0.054) 0.28(0.052) 0.57(0.045) 0.43(0.049) 0.26(0.053) 0.41(0.050) 0.45(0.049) 0.21(0.054) 0.23(0.053) 0.16(0.054) 0.21(0.053) 0.46(0.049) h SEExpect SEExpect SEExpect SERehears SERehears SERehears SERehears SERehears SERehears PEMean PEMean PEMean PEMean PEMean PECom PECom PECom PECom PESelfD PESelfD PESelfD PEImpa PEImpa SelfE r(SE) 81 1-r 0.88 0.62 0.58 0.87 0.75 0.89 0.86 0.58 0.51 0.40 0.46 0.54 0.80 0.72 0.43 0.57 0.74 0.60 0.56 0.79 0.77 0.84 0.79 0.54 t-value (1-r) 16.25 12.18 11.67 16.05 14.14 16.35 15.86 11.64 10.69 9.08 9.97 11.07 14.84 13.68 9.62 11.50 13.96 11.89 11.33 14.78 14.48 15.54 14.75 11.13 p-value 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 Appendix G Final measurement scales Measure scale No of Name of items items Self-observation 03 (Self-Management) SMObserv1: I am aware of level of my performance SMObserv2: I know how my performance stands SMObserv3: I judge how well I am performing Self-goal setting 03 (Self-Management) SMGoal1: I can define organization goals SMGoal2: I can establish task goals SMGoal3: I can set goals for personal performance Self-reinforcement 03 (Self-Management) SMReinf1: My colleagues praise each other if we have done a job well SMReinf2: My colleagues praise each other for good job SMReinf3: I feel good about myself if I a good job Self-criticism 03 (Self-Management) SECritic1: If my performance on a job is below par, I am critical of myself h SECritic2:I am tough of myself if my performance is not up to standard SECritic3:I am critical when I poorly Self-expectation 03 (Self-Management) SEExpect1: I think I can very well in my job SEExpect2: I expect high performance from myself SEExpect3: I expect a lot from myself Self- rehearsal 03 (Self-Management) SERehears1: I always go over activity before I attempt it SERehears2: I always practice new task before I it the first time SERehears3: I always think how to a job before I a job Meaning 03 (Psy-Empowerment) PEMean1: The work I very important to me PEMean2: My job activities are personally meaningful to me PEMean3: In general, the work I is meaningful to me Competence (Psy-Empowerment) 03 PECom1: I am confident about my ability to my job PECom2: I am self-assured that I am well trained to perform my work activities 82 PECom3: I have mastered the skills necessary for my job Self-Determination 03 (Psy-Empowerment) PESelfD1: I have significant autonomy in determining how I my job PESelfD2: I can decide my own how to go about doing my work PESelfD3: I have considerable opportunity for independence and freedom in how I my job Impact PEImpa1: My impact about hierarchical structure & information on (Psy-Empowerment) what happens on my department is large PEImpa2: I have a great deal of control about hierarchical structure & information over what happens in my department PEImpa3: I have significant influences about hierarchical structure & information over what happens in my department Self-efficacy 03 SelfE2: I am confident about my abilities to deal with unexpected events SelfE3: When I am confronted with a problem, I can usually find h several solutions SelfE4: If I am in trouble, I can usually think of a solution Job Performance 04 JobP1: I completed work in a timely and effective manner JobP2: I completed tasks in an unsatisfactory manner (reverse-coded) JobP3: I feel happy with my quality of work JobP5: Overall, I satisfied with my job performance 83