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Brown SP, Jones E, Leigh TW. The attenuating effect of role overload on relationships linking self-efficacy and goal level to work performance. J Appl Psychol. 2005;90(5):972-9doi: 10.1037/0021-9010.90.5.972.
Brown, S. P., Jones, E., & Leigh, T. W. (2005). The attenuating effect of role overload on relationships linking self-efficacy and goal level to work performance. The Journal of applied psychology, 90(5), 972-9. https://doi.org/10.1037/0021-9010.90.5.972
Brown, Steven P, et al. "The attenuating effect of role overload on relationships linking self-efficacy and goal level to work performance." The Journal of applied psychology vol. 90,5 (2005): 972-9. doi: https://doi.org/10.1037/0021-9010.90.5.972
Brown SP, Jones E, Leigh TW. The attenuating effect of role overload on relationships linking self-efficacy and goal level to work performance. J Appl Psychol. 2005 Sep;90(5):972-9. doi: 10.1037/0021-9010.90.5.972. PMID: 16162069.
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J Appl Psychol. 2005 Sep;90(5):972-9. doi: 10.1037/0021-9010.90.5.972.

The attenuating effect of role overload on relationships linking self-efficacy and goal level to work performance.

The Journal of applied psychology

Steven P Brown, Eli Jones, Thomas W Leigh

Affiliations

  1. Department of Marketing and Entrepreneurship, University of Houston, TX 77204, USA. [email protected]

PMID: 16162069 DOI: 10.1037/0021-9010.90.5.972

Abstract

The reported research examines the moderating effects of role overload on the antecedents and consequences of self-efficacy and personal goal level in a longitudinal study conducted in an industrial selling context. The results indicate that role overload moderates the antecedent effect of perceived organizational resources on self-efficacy beliefs. They also show that role overload moderates the direct effects of both self-efficacy and goal level on performance, such that these relationships are positive when role overload is low but not significant when role overload is high. Further, the results reveal a pattern of moderated mediation, in which goal level mediates the indirect effect of self-efficacy on performance when role overload is low but not when it is high. Implications for theory and managerial practice are discussed.

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