THE IMPACT OF SELF-EFFICACY ON JOB PERFORMANCE AMONG EMPLOYEES IN HIGHER EDUCATION INSTITUTIONS QATAR: DETERMINANTS AND FOUNDATIONS

Abstract

Abstract: This study aimed to identify the impact of self-efficacy on the job performance of personnel within higher education in Qatar, examining its determinants and foundational pillars. The research problem originates from the low levels of self-efficacy among personnel in Qatari higher education, which adversely affects their job performance. The significance of the study lies in its emphasis on the elements of self-efficacy that should be utilized across all Qatari higher education institutions. The study employed an analytical descriptive methodology to describe and analyze the self-efficacy of personnel within Qatari higher education institutions. The study yielded several key findings, including that self-efficacy plays a prominent role in enhancing the job performance of personnel in Qatari higher education institutions. The results further indicated that among the most significant determinants of self-efficacy are the previous experiences that personnel can draw upon in various situations they encounter within these institutions. Additionally, the study's findings concluded that verbal persuasion can be utilized to highlight self-efficacy in the workplace. The results also demonstrated that emotional state is a primary determinant of self-efficacy, just as previous experiences are among the most prominent determinants within Qatari higher education institutions. Moreover, the findings revealed that both the employees themselves and the organizational environment are the most crucial foundational pillars of self-efficacy in Qatari higher education institutions. The study recommended the necessity of providing opportunities for employees to demonstrate their self-efficacy and to significantly enhance the performance of Qatari higher education institutions.