DOES EMOTION REGULATION AND SELF EFFICACY MEDIATE ORGANIZATIONAL TRUST AND PERFORMANCE?
Main Article Content
Abstract
Organizational trust in performance cannot stand alone, meaning that it is not the only important component that plays a role in improving employee performance. there are still other important components that play a significant role in improving employee performance, namely the personal component (individual attributes). One of the personal components that is assumed to mediate the relationship between the two variables is emotion regulation. This variable is needed by journalists in carrying out their duties. This study aims to determine the role of organizational trust in performance directly or indirectly when mediated by emotional regulation and self-efficacy. Emotion regulation is a form of a person's control over his emotions while self-efficacy determines how people feel, think, motivate themselves and their behavior. Therefore, this study was conducted to test the hypothesis regarding organizational trust in employee performance with emotion regulation and self-efficacy as mediators. The instrument for measuring performance variables in this study uses the Individual Work Performance Questionnaire (IWPQ). The instrument for measuring organizational trust variables uses the Organizational Trust Instrument. The emotional regulation measurement tool used in this study is the Emotional Regulation Questionnaire (ERQ). The self-efficacy measure used in this study is the occupational self-efficacy. The number of participants in this study were 130 employees who were journalists at PT X located in Jakarta. The results of the study show that there is a significant effect of organizational trust on performance, but the effect is greater when the relationship between organizational trust and performance is mediated by emotional regulation and self-efficacy.
Article Details
This work is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License.
References
Bandura, A. (1986). Social foundations of thought and action. Englewood Cliffs, NJ, 1986(23-28).
Campbell, J. P., & Wiernik, B. M. (2015). The modeling and assessment of work performance. The Annual Review of Organizational Psychology and Organizational Behavior, 2(1), 47–74. https://doi.org/10.1146/annurev-orgpsych-032414-111427
Chams-Anturi, O., Moreno-Luzon, M. D., & Escorcia-Caballero, J. P. (2020). Linking organizational trust and performance through ambidexterity. Personnel Review, 49(4), 956–973. https://doi.org/10.1108/PR-07-2018-0239
Chen, G., Casper, W. J., & Cortina, J. M. (2001). The roles of self-efficacy and task complexity in the relationships among cognitive ability, conscientiousness, and work-related performance: A meta-analytic examination. Human Performance, 14(3), 209–230. https://doi.org/10.1207/S15327043HUP1403_1
Gross, J.J. (2017). Emotion regulation: Affective, cognitive, and social consequences. Psychophysiological Research.
Gross, J. J., & John, O. P. (2003). Individual differences in two emotion regulation processes: Implications for affect, relationships, and well-being. Journal of Personality and Social Psychology, 85(2), 348–362. https://doi.org/10.1037/0022-3514.85.2.348
Han, S. L., Shim, H. S., & Choi, W. J. (2018). The effect of emotional labor of college administrative service workers on job attitudes: Mediating effect of emotional labor on trust and organizational commitment. Frontiers in Psychology, 9, 1–11. https://doi.org/10.3389/fpsyg.2018.02473
Ilyas, S., Abid, G., & Ashfaq, F. (2020). Ethical leadership in sustainable organizations: The moderating role of general self-efficacy and the mediating role of organizational trust. Sustainable Production and Consumption, 22, 195–204. https://doi.org/10.1016/j.spc.2020.03.003
Koopmans, L. (2014). Construct validity of the individual work performance questionnaire. Journal of Occupational and Environmental Medicine, 56(3), 331–337.
Koopmans, L., Bernaards, C. M., Hildebrandt, V. H., Schaufeli, W. B., De Vet Henrica, C. W., & Van Der Beek, A. J. (2011). Conceptual frameworks of individual work performance: A systematic review. Journal of Occupational and Environmental Medicine, 53(8), 856–866. https://doi.org/10.1097/JOM.0b013e318226a763
Madani, H., & M. Zahedi. 2005. Determining the priority of the affecting factors in the organizational commitment of employees in Fajr and Bidboland Gas Companies. Iranian Journal of Sociology (ISA), 6(1), 3-3.
Mayer, R. C., & Davis, J. H. (1999). The effect of the performance appraisal system on trust for management: A field quasi-experiment. Journal of Applied Psychology, 84(1), 123–136. https://doi.org/10.1037/0021-9010.84.1.123
McEvily, B., & Tortoriello, M. (2011). Measuring trust in organisational research: Review and recommendations. Journal of Trust Research, 1(1), 23–63. https://doi.org/10.1080/21515581.2011.552424
Pervez, M. A. (2010). Impact of emotions on employee’s job performance: An evidence from organizations of Pakistan. OIDA International Journal of Sustainable Development, 1(5), 11–16.
Robbins, S. P. (2015). Teori organisasi: Struktur, desain dan aplikasi, edisi ketiga.
Rigotti, T., Schyns, B., & Mohr, G. (2008). A short version of the occupational self-efficacy scale: Structural and construct validity across five countries. Journal of Career Assessment, 16(2), 238–255. https://doi.org/10.1177/1069072707305763
Sonnentag, S., & Frese, M. (2002). Performance concepts and performance theory. Psychological Management of Individual Performance, 23(1), 3–25. https://doi.org/10.1002/0470013419.ch1
Stajkovic, A. D., & Luthans, F. (1998). Self-efficacy and work-related performance: A meta-analysis. Psychological Bulletin, 124(2), 240–261. https://doi.org/10.1037/0033-2909.124.2.240
Valiante, G., & Pajares, F. (1999). The inviting/disinviting index: Instrument validation and relation to motivation and achievement. Journal of Invitational Theory and Practice, 6(1), 28–47. https://doi.org/10.26522/jitp.v6i1.3852
Walumbwa, F. O., Avolio, B. J., & Zhu, W. (2008). How transformational leadership weaves its influence on individual job performance: The role of identification and efficacy beliefs. Personnel Psychology, 61(4), 793–825. https://doi.org/10.1111/j.1744-6570.2008.00131.x