THE IMPACT OF SELF-EFFICACY ON EMPLOYEE PERFORMANCE: THE MEDIATING ROLE OF JOB SATISFACTION

Abstract

Employee performance is a critical factor for the success and sustainability of higher education institutions. In an increasingly competitive academic environment, universities need faculty members who have strong psychological capabilities and establish high levels of performance. This study examines the impact of self-efficacy on employee performance and investigates the mediating role of job satisfaction among faculty members of public universities in Peshawar, Pakistan. Drawing upon Social Cognitive Theory, the study proposes that employees with stronger self-belief in their abilities are more likely to achieve higher performance outcomes because they demonstrate greater confidence, motivation, and persistence in completing professional responsibilities. Furthermore, job satisfaction is anticipated as an underlying mechanism through which self-efficacy influences employee performance. A quantitative, cross-sectional research design were employed. Data were collected from faculty members working in public universities in Peshawar through a structured questionnaire. Established measurement scales were used to assess self-efficacy, job satisfaction, and employee performance. The proposed relationships were examined through correlation, regression analysis, and mediation analysis. The study is expected to contribute to positive organizational behavior and higher education management literature by explaining how individual psychological beliefs enhance faculty performance through increased job satisfaction. The findings will provide practical insights for university administrators regarding the importance of developing faculty members’ confidence, motivation, and satisfaction through supportive policies, professional development opportunities, and positive workplace environments.