Indian Journal of Positive Psychology 2017 Indian Association of Health, Research and Welfare

2017, 8(3), 411-414 ISSN-p-2229-4937,e-2321-368X

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Prediction of job performance based on self-efficacy and

resiliency among school teachers in Shiraz
Farjam Mansori Seyed Ahmad Mirjafari and Aminallah Fazel
M.A. Student of Organizational and Industrial Psychology Department of Psychology Arsanjan Branch,
Arsanjan Branch, Islamic Azad University, Arsanjan, Iran Islamic Azad University, Arsanjan, Iran

This study to explain the impact of job self-efficacy on job performance with the mediating role of resilience. This
study was a descriptive and correlation and 219 school teachers in the area1 of Shiraz with available sampling. Data
collected were collected a questionnaire with using Paterson's job performance, Connor and Davidson's resiliency
and Schwarzer and Jerusalm's job self-efficacy. The data were analyzed correlation, regression and path analysis
using hierarchical regression by using statistical software SPSS22. In this study, were segregated and were
compared the impact of job self-efficacy on job performance with the mediating role of resilience for men and
women. The results showed that the prediction model of the entire sample and both men and women differ from each
other. Thus the male pattern perfectly matches the total sample, but it should be noted that in men than in the total
sample, a mediator variable (resiliency) plays a mediating role stronger. However, in women it is not clear that
considerable resilience mediating role in impacting job self-efficacy on job performance.

Keywords: job performance, self-employment, resiliency, teachers

In the current world, organizations have found a high status in the
cultural and social fabric (Bowen & Fonderbruck, 2003). Many
vital and vital activities are related to the lives of individuals in
organizations and life is almost impossible without the existence of
organizations (Ahmadi, 2012); and the success and failure of an
organization depends on the employee's job performance (Riigio,
2007); Therefore, given the importance of job performance, job
performance is defined as the degree of accomplishment of tasks
assigned to a person in his job (Taher Soleyman, 2006). Also,
Rugelberg (2007) defines performance as activities that are
typically part of a person's occupation and activities and should do
so. Occupational performance is a complex phenomenon that is
associated with a number of factors, both individual
(organizational) and in-person. Among the in-person factors, self-
esteem and job self-efficacy can be mentioned. Effective beliefs
are affected by cognitive, motivational, performance, and selective
performance (Pajars, 2002). Self-efficacy refers to the person's
beliefs about his ability to learn or perform activities at the desired
levels. In fact, self-efficacy is a belief in what an individual is
capable of doing (Shank & Pajars, 2004). Schools as the main
educational base of the country should pay attention to the factors
of job self-efficacy and the level of their teachers' attention, in
order to improve their job performance. In this study, job
performance and job self-efficacy and the degree of teachers'
resilience in schools are examined.
Problem statement
One of the factors that are very effective in the survival of
organizations - including schools as an organization - is always
in the eyes of the officials and managers of the organizations,
human resources - teachers. Studying and reviewing the history
of the development and transformation of industrial society's
Correspondence should be sent to Seyed Ahmad Mirjafari
Department of Psychology
Arsanjan Branch, Islamic Azad University, Arsanjan, Iran
shows that skilled and trained human resources in the process of
transformation of traditional society have had irrefutable
influence, so that manpower is the most important and main
factor the development of societies and organizations. It was
once thought that meeting the needs of individuals would reduce
the resources and facilities of organizations. Based on the notion
that in order to reach the minimum efficiency, we need to meet
the minimum requirements, but today, this theory has been
totally abandoned. Management experts now believe that
efficiency gains in the organization are reduced if the actual
needs of employees are not properly understood and paid and
executives do not seek to satisfy them, because their positive
interest in their jobs makes more effort and, therefore, reduces
costs (Alvani, 1991).
Method
Field information gathering was conducted on teachers of Shiraz 1
district schools through standard questionnaires. In order to collect
the theoretical foundations, the documentary-librarian method and
the snippet method were used.
Statistical society
The statistical population of this study included all first-level
teachers in Shiraz-1 schools in 510 schools in the academic year of
2014-2015.
To obtain the number of samples, using the Krejcie and Morgan
table (1970) the sample size was 219 people. The sampling method
was carried out in this study in an accessible manner.
Instruments
To collect data, the questionnaire was used as follows:
Job performance: The job performance questionnaire was prepared
by Paterson (1970) and translated by Arshadi and Shokrkon (1996).
Self-efficacy questionnaire: This scale was created in 1979 by
Schuarzerz and Jorlsalm.
 FARJAM MANSORI AND SEYED AHMAD MIRJAFARI ET AL./ PREDICTION OF JOB PERFORMANCE BASED 412

The Conver and Davidson Relief Scale
Information analysis method
The data analysis method was descriptive and inferential. The
descriptive method was obtained using mean and standard deviation,
elongation and skewness and tables. In the inferential part, the
relationship between the severity and the direction of the relationship
between the variables was determined. To do this, based on SPSS-22
software, Pearson correlation coefficient and regression analysis
and path analysis using hierarchical regression have been used
which show the relationship, severity and direction of the
relationship.
Results

Table 1: Mean, standard deviation and range of variables by gender and in general
Variables Group Number Average Standard deviation Least Most
Job self-efficacy Female 100 66.01 10.48 40 85
Man 119 65.15 9.540 45 84
Total 219 65.54 9.970 40 85
Resilience Female 100 97.84 12.97 61 120
Man 119 98.68 12.58 48 125
Total 219 98.31 12.74 48 125
Job Performance Female 100 56.37 6.260 15 60
Man 119 54.37 4.850 42 60
Total 219 55.28 5.610 15 60

Table 2: Correlation between zero variables among research

variables
Variables Efficacy Resilience Performance
Efficacy
Resilience 0.36**
Performance 0.33** 0.29**
**P <0.01

Table 3: Regression of job performance on job self-efficacy

Variables Affiliate: Job performance
2
Predictor R R B b
t Significance level
Efficacy 0.32 0.10 0.183 0.32 5.003 0.0001

Table 4: Resilience regression on job self-efficacy

Variables Dependent: Resilience

Predictor R R2 B b
t Significance level
Efficacy 0.36 0.13 0.46 0.36 5.70 0.0001

Table 5: Regression of job performance on job self-efficacy and resilience

Variables Affiliate: Job performance
2
Predictor R R B b
t Significance level
Efficacy 0.37 0.14 0.14 0.25 3.67 0.0001
Resilience 0.09 0.20 2.96 0.0010
413 Indian Journal of Positive Psychology 2017, 8(3), 411-414

Table 6: Results of comparison of male and female scores in research variables

Variables Group M SD d.f t Amount Significance level p<0
Job self-efficacy Female 66.01 10.48 217 0.63 N.S
Man 65.15 9.54
Resilience Female 97.84 12.97 217 -0.48 N.S
Man 98.68 12.57
Job Performance Female 56.37 6.25 217 2.66 0.008
Man 54.37 4.85

Table 7: Correlation between zero variables among research

variables by gender
Groups Female Man
Variables 1 2 3 1 2 3
1. Self-efficacy
2. Resilience 0.28** 0.44**
3. Performance 0.33** 0.25** 0.32** 0.36**
**p <0.01

Table 8: Regression of job performance on job self-efficacy in women's group

Variables Affiliate: Job performance
2
Predictor R R B b
t Significance level
Efficacy 0.31 0.09 0.19 0.32 3.27 0.001

Table 9: Resilience regression on job self-efficacy in women's group

Variables Dependent: Resilience
2
Predictor R R B b
t Significance level
Efficacy 0.28 0.08 0.35 0.28 2.87 0.005

Discussion and conclusion
The correlation or correlation between two variables in correlation
matrix with Pearson correlation coefficient showed that in the whole
sample, there is a positive and significant correlation between all the
variables in the research.
Also, the results of inferential analysis showed that:
Job self-efficacy of teachers positively and significantly (p<0.0001)
predicts their job performance. In fact, for a unit of change in the
teacher self-efficacy score, there are 0.31 changes in their job
performance score. Positive prediction means that the more teachers
feel self-efficacy, the better their job performance. And vice versa,
with a decrease in the level of self-efficacy, teachers' job
performance will be reduced. In sum, observation of the coefficient
of explanation (R2) shows that using the self-efficacy variable can
explain 10% of the changes in teacher's job performance. In sum, this
finding confirms the first research hypothesis. This situation was
made for women and men separately. The results showed that
between two groups of women and men in terms of self-efficacy (p =
N.S, t = 0.63). And resiliency (p= N.S, t=2.66), and the averages
of the two groups are closely related to these variables. Finding
and comparing averages shows that female teachers' job
performance is higher than male teachers. The self-efficacy of
female teachers positively and significantly (, p <0.001),
predicts their job performance. That is, the more female teachers
feel self-efficacy, the better their job performance, and vice
versa, with a decrease in the level of self-efficacy, the job
performance of female teachers will decrease. Overall, the
observation of the coefficient of determination (R2) shows
that with the help of the self-efficacy variable, 9 percent of the
changes in the job performance of female teachers can be
explained. The self-efficacy of male teachers positively and
significantly (, p <0.0001) predicts their job performance. That is,
the more male teachers feel self-efficacy, the better their job
 FARJAM MANSORI AND SEYED AHMAD MIRJAFARI ET AL./ PREDICTION OF JOB PERFORMANCE BASED
Performance, and vice versa, with lower self-esteem, the male
teacher's job performance will decrease. In sum, observation of the
coefficient of explanation (R2) shows that with the help of the self-
efficacy variable, 11% of the changes in the male-headed job
performance can be explained. In sum, this finding confirms the
fourth subset research hypothesis and rejects the zero hypotheses
related to it.
Acknowledgments
This article is extracted from my thesis under the title of Prediction
of Job Performance Based on Self-efficacy and Resiliency among
School Teachers in Shiraz. Hereby, I extend my sincere appreciation
to Islamic Azad university of Arsanjan for the efforts and supports
they provided to me.
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