suggestion of Jiang et al. (2012) on the possible mediation of ability, motivation and opportunity this study intends to empirically contribute to the HRM practices and employee performance literature by exploring the direct and indirect influences of HRM practices on employee performance through the mediation of self efficacy, public service motivation (PSM) and career opportunity. Self-efficacy, PSM, and career opportunity are selected to be the mediating variables because they are considered to be more robust to represent employees AMO and previous studies have indicated that self-efficacy as a construct (Judge, Jackson, Shaw, Scott, & Rich, 2007), public service motivation (Petrovsky & Ritz, 2014) and career opportunity (Kraimer, Seibert, Wayne, Liden, & Bravo, 2011), are strong predictors of employee performance. Again, empirical studies have shown that HRM practices can increase self-efficacy, public service motivation, and positive perception of employees with regards to career opportunities in organization (Giauque, Anderfuhren-Biget, & Varone, 2013; Giran, Amin, & Halim, 2014; Mostafa, 2014). However, in the Nigerian public sector there are several issues with regards to employees’ self efficacy, public service motivation and career opportunity that need to be addressed. In relation to self efficacy, Bankole and Ajagun (2014) revealed that the low performance of most public servants is attributed to lack of confidence and weak self efficacy in relation to the work they performed. This weak self efficacy seriously undermine performance and affected the employes’ ability to discharge their responsibilities effectively. With regard to public service motivation, Magbadelo (2016) asserted that the important dimensions of PSM like
self sacrifice, compassion, commitment to public interest that promote high
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- Summer '17
- 2010s, Years in the future, Self-efficacy