Mediating Effect of Job Satisfaction on Employees’ Self-efficacy and Job Performance: A Conceptual Approach

Abstract

The organisational workforce is one of the most vital resources. Their skills play a crucial role in achieving its goals. Moreover, self-efficacy strengthens employees’ confidence in their ability to complete tasks within a specific timeframe. Employees with high self-efficacy tend to be more satisfied and better prepared to manage job demands, which ultimately improves their job satisfaction and contributes to their performance. In general, past research has focused primarily on Western contexts, resulting in a lack of studies on how these relationships manifest across diverse organisational, economic and cultural settings. Furthermore, few comprehensive studies have explored job satisfaction as a mediating factor. Therefore, the objective of this study is to examine the effect of self-efficacy on employee job satisfaction and to explore the mediating role of job satisfaction in the relationship between self-efficacy and job performance. The study considers several dimensions of self-efficacy, including performance accomplishments, vicarious experience, verbal persuasion and physiological states, as well as job satisfaction and job performance. This is desk research; it has covered the period from 2004 to 2024. The ultimate objective of the research is to develop a conceptual model grounded in a systematic and empirical review of the existing literature. Hypotheses are formulated based on the literature. The study reveals that the resulting model illustrates the interactions among the identified variables, offering a comprehensive framework for understanding their interrelationships.