INTERNATIONAL JOURNAL OF RESEARCH AND INNOVATION IN SOCIAL SCIENCE (IJRISS)

ISSN No. 2454-6186 | DOI: 10.47772/IJRISS | Volume IX Issue X October 2025

The Correlation of Employees' Self-Efficacy Towards Work

Performance among Businesses in the Municipality of Impasugong

Niel Boy I. Guatno, Brexter D. Labado, Bea Joanna Mar Y. Malcino, Rolly Mae Ann D. Bahayan,

Jaspher C. Litohon, Richard B. Mercader

Bachelor of Science in Business Administration Major in Financial Management Bukidnon State

University - Impasugong Campus Undergraduate Program Impasugong, Bukidnon September 2025

DOI: https://dx.doi.org/10.47772/IJRISS.2025.910000660

Received: 26 October 2025; Accepted: 04 November 2025; Published: 20 November 2025

ABSTRACT

This study examined the relationship between self-efficacy and work performance among employees in micro,

small and medium-sized enterprises (MSMEs) in the Municipality of Impasugong, Bukidnon. Grounded in

Bandura’s Social Cognitive Theory (1986), the research focused on four dimensions of self-efficacy performance

outcomes, vicarious experiences, verbal persuasion, and physiological feedback and their influence on task

performance, contextual performance, and counterproductive behaviors. A descriptive-correlational research

design was employed, using a convenience sample of 150 employees. Data were collected through a modified,

validated questionnaire and analyzed using descriptive statistics and Spearman’s rho correlation.

Findings revealed that participants exhibited very high self-efficacy, with the highest mean observed in

physiological feedback 3.51, followed by performance outcomes 3.46, vicarious experiences 3.40, and verbal

persuasion 3.29. Work performance was also reported as very high, particularly in task performance 3.65 and

contextual performance 3.47, while counterproductive behaviors were minimal 3.39, indicating a Very High

Level. Correlation analysis indicated a statistically significant positive relationship between overall self-efficacy

and work performance, particularly in physiological feedback, performance outcomes, and vicarious

experiences. Verbal persuasion, however, showed no significant correlation. Consequently, the null hypothesis

was rejected for physiological feedback, performance outcomes, and vicarious experiences, but accepted for

verbal persuasion.

The study concluded that employees’ self-efficacy, especially mastery experiences, observational learning, and

physiological regulation, significantly enhances work performance and reduces counterproductive behaviors.

Recommendations include fostering mentorship, leadership development, and stress-management initiatives to

strengthen employee capabilities and productivity. These insights provided valuable guidance for MSMEs in

Impasugong seeking to improve workforce efficiency, motivation, and organizational outcomes.

Keywords: Task Performance, Contextual Performance, Counterproductive Behaviors, Physiological Feedback

INTRODUCTION

Work performance plays a crucial role in the economic growth and competitiveness of a nation. One key factor

influencing work performance is self-efficacy, or an individual’s belief in their ability to accomplish tasks and

overcome challenges (Bandura, 1994). National economic development together with market competitiveness

heavily depends on effective work performance Organization for Economic Co-operation and Development

(OECD), 2023. Workers who demonstrate high self-efficacy according to Abun et al. (2021) exhibit better

motivation alongside enhanced adaptability and workplace resilience that in turn results in better productivity

levels and reduced work dissatisfaction.

In addition, national self-efficacy is crucial for improving workplace efficiency and promoting innovation,

ultimately supporting economic growth. Recognizing this, organizations and public agencies focus on training,

supportive work environments, and leadership development to strengthen employees’ self-efficacy.

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INTERNATIONAL JOURNAL OF RESEARCH AND INNOVATION IN SOCIAL SCIENCE (IJRISS)

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Understanding its impact on performance helps shape strategies that enhance employee effectiveness, benefiting

both organizations and the broader economy (Kieu & Lee, 2021). This is directly related to the present study,

which investigates how self-efficacy influences employee work performance in micro, small and medium-sized

enterprises (MSMEs) in Impasugong. By examining the local context, the study aims to provide actionable

insights for improving workplace productivity and fostering supportive, innovative work environments at the

organizational level.

Further, self-efficacy is essential for effective performance in a contextual setting, as it influences behaviors that

contribute to maintaining an organizational culture while fostering teamwork. Believers in their own capabilities

demonstrate enhanced teamwork capabilities and generate positive outcomes for the workplace environment

(Machmud, 2018). Employees who believe in their abilities feel motivated to start new tasks, share their ideas,

and actively work with their colleagues. People who feel confident communicate freely while helping their

colleagues, which in turn helps them create stronger bonds among team members. This forward-thinking attitude

enhances both individual achievements and the functioning of entire groups. Building self-efficacy within work

teams fosters productive organizational cultures that enable employees, along with the organization, to achieve

their goals (Kieu, T. T. H., & Lee, S. C., 2021).

However, the social environment of Impasugong benefits significantly from improved self-efficacy, as it fosters

enhanced teamwork and innovative employee practices. Self-belief motivates employees to collaborate

effectively and share innovative solutions to address problems. The combined assurance level of Work fosters

an active work environment that empowers employees. Work performance in terms of counterproductive work

behaviors is impaired by employees who demonstrate weak self-beliefs (Spector, P.E., 2011). A lack of

confidence in staff members produces feelings of frustration, along with disengagement, while simultaneously

weakening their work results and creating adverse social conditions within the team (Paramita et al., 2020).

Organizational development can encounter a downward spiral when employees disengage, as it leads to a decline

in motivation and poor team interactions that suppress both progress and creativity. Building self-efficacy

remains necessary because it drives personal development as well as the creation of communities dedicated to

teamwork and innovation.

Although previous studies (Bandura, 1994; Abun et al., 2021; Machmud, 2018; Kieu & Lee, 2021) have

established that self-efficacy influences motivation, adaptability, teamwork, and organizational performance,

much of the existing literature remains broad and generalized, often focusing on self-efficacy’s impact at the

individual or national level. Limited research has explored how self-efficacy specifically translates into

measurable work performance outcomes within localized contexts, such as Impasugong, where cultural, social,

and organizational dynamics may shape employee experiences differently.

Moreover, while past studies have highlighted the importance of self-efficacy in fostering innovation and

resilience, there remains a lack of sufficient empirical evidence on how organizations can systematically assess

and enhance employee self-efficacy to improve contextual performance and reduce negative workplace

behaviors directly. This creates a gap in understanding the practical, context-specific mechanisms by which self-

efficacy can be cultivated and translated into sustainable employee and organizational development.

The research aimed to investigate the relationship between self-efficacy and employee work performance

outcomes. Organizations established employee self-efficacy assessment systems because this enables

organizations to help struggling employees through coaching and skill development approaches. A significant

finding about these variables benefits the organization through this research. Organizations prioritized boosting

self-efficacy among employees, as this leads to improved performance in job-specific tasks and supportive

workplace behaviors, while also reducing negative actions. Ultimately, this led to improved overall

organizational performance and stronger, more resilient local communities.

Theoretical Framework

This study was anchored on Bandura’s Social Cognitive Theory (SCT) (1986), as applied in previous research

by Moreno (2022), which shows that human behavior results from the dynamic interplay of personal factors,

environmental conditions, and behavioral outcomes. Within this framework, self-efficacy defined as an

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INTERNATIONAL JOURNAL OF RESEARCH AND INNOVATION IN SOCIAL SCIENCE (IJRISS)

ISSN No. 2454-6186 | DOI: 10.47772/IJRISS | Volume IX Issue X October 2025

individual’s belief in their ability to perform tasks plays a central role in shaping behavior, motivation, and

performance. Understanding the influence of self-efficacy on employee work performance has practical

implications for improving workplace efficiency, employee motivation, and organizational outcomes in the

business sector.

Bandura’s SCT serves as the backbone of this study because it provides a theoretical explanation for how

employees’ beliefs in their own capabilities influence their work behavior. According to Bandura (1986, 1997),

self-efficacy serves as a key personal factor that interacts with environmental cues and prior experiences to

influence behavior and motivational outcomes. Employees who possess high self-efficacy are more likely to

approach challenging tasks with confidence, persist in overcoming obstacles, and adapt effectively to changes

in the workplace. These capabilities are shaped by four primary sources: mastery experiences, vicarious learning,

verbal persuasion, and physiological states, which collectively enhance employees’ confidence in their abilities.

Pre-existing research suggests that higher employee self-efficacy promotes greater motivation, persistence, and

adaptability, which are critical components of work performance (Gist & Mitchell, 1992).

Work performance, on the other hand, is defined as the extent to which employees effectively carry out their job

responsibilities. It encompasses not only technical proficiency and job-specific task execution but also in-role

performance, which reflects adherence to organizational expectations and standards. Murphy’s (1989)

framework categorizes work performance into task performance, which relates to employees’ ability to meet

specific job objectives, and contextual performance, which includes behaviors that support the organizational

environment. By linking Bandura’s SCT to these performance dimensions, the present study explains how

employees’ self-efficacy influences both their ability to complete assigned tasks effectively and their engagement

in behaviors that enhance teamwork, organizational culture, and overall workplace productivity.

Bandura’s Social Cognitive Theory provides a comprehensive lens for understanding the relationship between

self-efficacy and work performance. By emphasizing the interplay between personal beliefs, environmental

factors, and behavioral outcomes, SCT helps explain why employees with higher self-efficacy are more likely

to achieve superior task performance, exhibit positive contextual behaviors, and minimize counterproductive

actions. This theoretical grounding informs the present study by supporting the hypothesis that enhancing self-

efficacy among employees in MSMEs in Impasugong will lead to improved overall work performance.

Conceptual Framework

This study was grounded in the concepts of self-efficacy and work performance, focusing on how employees’

self-efficacy influences their performance in businesses within the Municipality of Impasugong. The framework

comprises two variables: the independent variable, employees’ self-efficacy, is measured through four

indicators—performance outcomes, vicarious experiences, verbal persuasion, and physiological feedback—

while the dependent variable, work performance, is assessed through task performance, contextual performance,

and counterproductive behavior. The researcher utilized and modified a questionnaire based on Delgadillo et al.

(2014) for self-efficacy and Koopmans et al. (2012) for work performance, adjusting to fit the local business

context. The instrument underwent validation, reliability testing, and pilot testing to ensure its accuracy and

applicability.

Further, the conceptual framework shows that employees’ self-efficacy is shaped by three key sources:

performance outcomes, vicarious experiences, and verbal persuasion. Performance outcomes reflect the

confidence developed through successful completion of tasks, reinforcing employees’ belief in their capabilities.

Vicarious experiences involve learning by observing the successes of others, fostering confidence in one’s ability

to undertake similar tasks. Verbal persuasion refers to the positive feedback and encouragement provided by

supervisors or peers, which can motivate employees to perform more effectively. Physiological feedback,

including emotional and physical well-being, also influence self-efficacy by shaping employees’ confidence in

managing stress and workplace challenges.

Likewise, the framework illustrates how these sources of self-efficacy interact to impact the various dimensions

of work performance. Employees with high self-efficacy are expected to demonstrate improved task performance

by completing core job responsibilities efficiently and effectively. Similarly, contextual performance, which

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includes teamwork, proactivity, and organizational citizenship behaviors, is likely to improve as employees

become more confident in their abilities. On the other hand, higher self-efficacy is anticipated to reduce

counterproductive behaviors, such as procrastination, disengagement, and workplace disruptions.

Moreover, the conceptual framework depicts the dynamic relationship between employees’ self-efficacy and

work performance in MSMEs in Impasugong. By examining how performance outcomes, vicarious experiences,

verbal persuasion, and physiological feedback enhance self-efficacy, the study seeks to determine how these

beliefs translate into improved task performance, contextual performance, and reduced counterproductive

behaviors. This framework provides a clear structure for understanding the interplay between these variables

and serves as the foundation for the research design, data collection, and analysis.

Thus, this framework illustrates the interplay between the two variables, self-efficacy and work performance,

along with their respective indicators.

Figure 1

Schematic Diagram of the Study

Statement of the Problem

This study aimed to evaluate the correlation of employees’ self-efficacy on work performance among businesses

in the Municipality of Impasugong, Bukidnon.

Specifically, it aims to answer the following questions:

What is the level of employee self-efficacy among micro, small and medium businesses in the Municipality of

Impasugong in terms of:

Performance Outcomes;

Vicarious Experiences;

Verbal Persuasion; and

Physiological Feedback

2. What is the level of work performance among micro, small and medium employees in the Municipality of

Impasugong in terms of;

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Task Performance;

Contextual Performance; and

Counterproductive

3. Is there a significant relationship between self-efficacy and work performance among business employees in

the Municipality of Impasugong?

Hypothesis

Ho1. There is no significant relationship between employee self-efficacy and work performance.

Significance of the Study

The results of the study would be beneficial to the following groups:

Employees. Understanding self-efficacy can empower employees, leading to increased work performance.

Employers/Management. Insights from the study can help management develop strategies to enhance employee

self-efficacy, ultimately leading to improved overall productivity.

Human Resource Professionals. HR can utilize findings to design training and development programs that foster

self-efficacy among employees.

Researchers and Academics. The study contributes to the existing body of knowledge on self-efficacy and work

performance, providing a basis for further research.

Policy Makers. Insights can inform policies aimed at improving workplace environments and employee well-

being.

Future Researchers. This study will serve as a reference and support for future researchers, helping them identify

additional factors related to their own topic.

Delimitation of the Study

This study includes the employee’s self-efficacy and work performance at Poblacion Impasugong, Bukidnon.

This focused on the targeting employees of micro, small and medium businesses, organizations, and companies.

In addition, only full-time employees with at least six months of continuous service in their current organization

were included, guaranteeing that participants had acceptable experience to their organizational culture, routines,

and performance expectations. Part-time, contractual, or probationary workers were excluded to avoid

inconsistencies in work experience. Additionally, participants were required to be directly engaged in

organizational tasks whether in administrative, operational, or support roles and to provide voluntary consent to

participate. Respondents also needed to demonstrate the capacity to read, understand, and correctly answer the

research instrument. These measures ensured that the study included employees who could provide valid and

consistent data on the relationship between self-efficacy and work performance.

In addition, only those who are willing to participate in the study was included, but the target of this study only

included 150 employees. Further, the study applied a quantitative approach, using a descriptive correlation

design to illustrate the correlation of employees' self-efficacy on work performance in the Municipality of

Impasugong, Bukidnon, involving business employees selected through Convenience Sampling.

The data of this study was collected, tallied, analyzed, and interpreted.

Definition of Terms

The following terms are defined operationally to ensure a clear understanding of the study.

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Self-efficacy. An individual's belief in their capability to succeed in specific tasks or goals influences their

confidence in handling job challenges.

Performance Outcome. Measurable results of work efforts (productivity, quality, efficiency, contribution) are

influenced by self-efficacy.

Physiological Feedback. Bodily responses or sensations that individuals experience and interpret, which can

influence their beliefs, emotions, and subsequent actions, including their sense of self-efficacy and performance.

Verbal Persuasion. Encouragement and positive feedback from others can boost self-efficacy and motivation.

Vicarious Experiences. Learning by observing others' successes can enhance self-belief and potentially improve

performance.

Work Performance. The effectiveness and efficiency of an employee in fulfilling job responsibilities and meeting

organizational standards.

Contextual Performance. Behaviors supporting the organizational environment and culture (teamwork,

communication, adaptability).

Counterproductive. Employee actions that negatively impact organizational performance (absenteeism,

incivility, sabotage).

Task Performance. Execution of job-specific duties directly contributing to organizational goals (completing

tasks, meeting deadlines).

REVIEW OF RELATED LITERATURE AND STUDIES

This chapter provides a comprehensive review of literature relevant to the present study. The review is organized

according to the key variables: self-efficacy, its sources, work performance, and the relationship between self-

efficacy and work performance. Each discussion highlights the methods and findings of prior studies and their

relevance to the present research, illustrating how past research informs the objectives of this study.

Self-Efficacy

Self-efficacy, defined as an individual’s belief in their ability to successfully perform tasks, has consistently been

identified as a critical factor influencing motivation, resilience, and workplace performance. Recent research

demonstrates its significant effects across industries and organizational contexts. Huang et al. (2021), through a

meta-analysis of seventy-five empirical studies, found that self-efficacy significantly predicts job performance,

job satisfaction, and organizational commitment, particularly in high-stress and dynamic environments.

Similarly, Zhang et al. (2023) conducted a longitudinal survey with employees undergoing organizational change

and reported that higher self-efficacy led to greater adaptability and innovative behavior. These studies

underscore the importance of fostering self-efficacy in employees, which is directly relevant to the present study

as it examines these dynamics within micro, small and medium-sized enterprises (MSMEs) in Impasugong,

where employees’ confidence in their abilities may play a crucial role in maintaining efficiency and innovation.

Empirical evidence further supports the positive correlation between self-efficacy and work outcomes. Research

by Cetin and Askun (2018) using survey data from 150 employees, as well as Machmud (2018) employing a

cross-sectional design, found that higher self-efficacy is associated with increased productivity, job satisfaction,

and engagement. Abun et al. (2021), using a mixed-methods approach, highlighted that self-efficacy strengthens

both task and contextual performance, reinforcing the premise that self-efficacy is a key determinant of employee

effectiveness. These findings provide a strong foundation for the present study, which seeks to examine how

self-efficacy influences employees’ performance in SMEs, where organizational support structures and

employee development programs may differ from larger enterprises. According to Bandura in 1997, self-efficacy

develops through four main sources: performance outcomes, vicarious experiences, verbal persuasion, and

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physiological and emotional states. Each of these sources contributes uniquely to employees’ beliefs in their

capabilities and subsequently affects their performance at work.

Performance outcome

Performance outcomes, also known as mastery experiences, occur when employees successfully complete tasks,

reinforcing their confidence for future challenges. Tripathi and Singh (2024), in a quasi-experimental study with

100 small business employees, found that those with higher self-efficacy achieved superior task completion

rates, higher quality outputs, and increased efficiency. Likewise, Wardhana and Harsono (2024) used survey

methods to demonstrate that employees with strong self-efficacy are more likely to set challenging goals and

persist despite obstacles, ultimately achieving better performance outcomes. Bandura (1997) emphasized that

repeated successful experiences create a positive feedback loop, enhancing motivation and resilience. Cherry

(2020) and Khalique and Singh (2019) further observed that previous achievements improve decision-making

abilities and mental toughness, suggesting that MSMEs in Impasugong could enhance performance by providing

employees with achievable yet challenging tasks that build mastery experiences.

Vicarious experiences

Vicarious experiences, which involve learning through observing others’ successes, also play a critical role in

developing self-efficacy. Lee and Kim (2022), through a field study with 150 employees, found that observing

successful peers increased employees’ confidence in their own abilities and encouraged them to undertake new

challenges. Mousa and Mahmood (2021) used a mixed methods design to show that mentorship and role

modeling within organizations significantly enhance self-efficacy and subsequent job performance. Bandura

(1986) argued that observation provides a model for behavior, enabling individuals to develop confidence and

decision-making skills. Studies by S. Lee et al. (2021) reinforce that peer modeling encourages employees to

replicate effective strategies, which is particularly relevant to MSMEs in Impasugong where mentoring programs

can be cost-effective ways to boost employee self-efficacy and performance.

Verbal persuasion

Verbal persuasion, which includes encouragement and constructive feedback, is another important source of self-

efficacy. Alghamdi (2022) used an experimental design to demonstrate that regular supervisor feedback

significantly increases employees’ confidence and motivation, while Nguyen et al. (2020), using survey methods,

reported that supportive communication is particularly effective in high-pressure environments. Although verbal

persuasion may not have the same long-term impact as mastery experiences, Raman and Rubasree (2023) noted

that when combined with performance outcomes and peer modeling, it strengthens employees’ belief in their

capabilities. In the context of MSMEs, supervisors’ encouragement can serve as an immediate catalyst for

improved performance.

Physiological Feedback

Physiological and emotional states, such as stress management, fatigue, and overall well-being, also influence

self-efficacy. Li et al. (2023) used correlational surveys to show that employees who effectively manage stress

demonstrate higher self-efficacy and better work outcomes. Vasilenko et al. (2022) employed an experimental

approach to show that mindfulness practices and wellness programs improve both confidence and decision-

making. Hirshkowitz et al. (2021) further emphasized that sufficient rest enhances cognitive functions necessary

for effective performance. These findings suggest that MSMEs in Impasugong can promote employee wellness

as a strategy to enhance self-efficacy, which can lead to improved task completion and overall workplace

performance.

Work Performance

Work performance refers to employees’ contributions toward achieving organizational goals and encompasses

task performance, contextual performance, and counterproductive work behaviors.

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Task performance

Task performance involves the effective and efficient completion of core job responsibilities. Majini et al. (2023),

through a survey study with 200 employees, found that structured time management and work scheduling reduce

stress and improve productivity. Zirar et al. (2023) emphasized that delegation, automation, and coaching

contribute to better task outcomes. In MSMEs, where resources may be limited, enhancing task performance

through efficient processes and skill development is essential for organizational success.

Contextual performance

Contextual performance reflects behaviors that support organizational culture, teamwork, and adaptability.

Arulsamy et al. (2023) found that proactive learning and engagement improve contextual performance, while

Soegiarto et al. (2024b) demonstrated that leadership development and mentoring programs increase

participation in challenging tasks. For MSMEs in Impasugong, fostering contextual performance through self-

efficacy interventions can enhance teamwork, organizational adaptability, and innovative practices, aligning with

the objectives of the present study.

Counterproductive

Counterproductive work behaviors, such as procrastination, workplace distractions, or disengagement,

negatively impact organizational performance. Sackett and DeVore (2001) and Zhenjing et al. (2022) reported

that minor workplace issues can escalate, reducing productivity and morale. Tatar (2020) emphasized that

cultivating a positive work culture mitigates such behaviors. The present study considers counterproductive

behaviors as an important variable, examining whether higher self-efficacy among employees reduces these

negative behaviors, thereby improving overall workplace performance.

The Relationship Between Self-Efficacy and Work Performance

Empirical evidence consistently demonstrates a positive relationship between self-efficacy and work

performance. Bandura (1997) argued that employees with high self-efficacy are more likely to set challenging

goals, persist in the face of obstacles, and achieve higher workplace success. Schunk and Ertmer (2000) found

that self-regulated behavior, including goal-setting, persistence, and adaptive coping strategies, enhances

performance outcomes. Abun et al. (2021) highlighted that mastery experiences and observational learning

increase engagement, motivation, and productivity, while Lifang and Ali (2024) emphasized that high-quality

feedback strengthens self-efficacy beliefs, improving both task and contextual performance.

These findings are directly applicable to MSMEs in Impasugong. By focusing on interventions that enhance

self-efficacy such as providing mastery experiences, fostering mentorship and peer learning, offering

constructive feedback, and promoting employee wellness organizations can improve employees’ task execution

and contextual contributions, while also reducing counterproductive behaviors. The present study aims to

examine these relationships within the local business context, providing actionable insights for improving

employee performance and organizational effectiveness in MSMEs.

The individual RRL’s were well chosen to present appropriate background information, theories, and past results

regarding the topic of the research. These literatures have enabled the paper to form a solid foundation and

background as to how the present work fits in, further develops or contrasts with previous studies. A

comprehensive level of knowledge of the field is also exhibited in the discussion of all RRL’s and makes the

research well informed and credible. Such broad application makes the analysis more comprehensive and helps

to support the conclusions.

Research Methodology

This chapter presents the research design, research locale, study participants, sampling procedure, research

instrument, administration of the instrument, data scoring and data treatment.

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Research Design

This study used a quantitative research design. Specifically, this study employed a descriptive-correlation

research design, which provided a general understanding of the relationships between variables. This is a

quantitative research design because it uses numerical data to measure the variable; specifically, a 4-point Likert

scale was used. This study employed a descriptive design, aiming to investigate the level of employee self-

efficacy and work performance. Furthermore, this study employed a correlation design because it aims to

investigate the relationship between the variables.

Research Locale

This study was conducted in the Municipality of Impasugong, Bukidnon. The municipality has been growing

and expanding its economy. Thus, the target locale provided a real-world setting in which employee self-efficacy

directly correlated with work performance. Further, the business setting of Impasugong Bukidnon is seen to be

strategic and accessible to markets thus making it suitable in forming various forms of business. In addition, this

study was conducted at Poblacion, Impasugong, Bukidnon due to its convenience to the researchers allowing for

efficient data collection and accessibility

Figure 2. Map of Municipality of Impasugong

Respondents of the Study

The respondents of this study consisted of a total of 150 employees from micro, small, and medium enterprises

(MSMEs), companies, and organizations located in the Municipality of Impasugong, Bukidnon. MSMEs were

defined in line with Philippine classification standards, where micro-enterprises are those with assets not

exceeding PHP 3,000,000 and employing 1–9 workers, while small enterprises are those with assets ranging

from PHP 3,000,001 to PHP 15,000,000 and employing 10–99 workers. These enterprises were identified

through registration records with the local business authority and verified according to their declared annual

assets and workforce size. Employees working in these enterprises were selected because they are directly

involved in day-to-day operations, have relevant knowledge of organizational practices, and hold positions that

enable them to provide meaningful insights into self-efficacy and work performance.

Among the larger group of 150 respondents, a subset of 21 participants was also selected to provide more detailed

accounts of organizational practices, team dynamics, and workplace interventions. This group represented a

cross-section of roles, including administrative staff, supervisors, and mid-level managers, with reported

business assets ranging from PHP 100,000 to PHP 500,000 for micro-enterprises and from PHP 500,001 to PHP

3,000,000 for small enterprises. This subset highlighted the diversity of MSMEs in the municipality while

offering a closer perspective on the nuances of self-efficacy and workplace behavior.

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Sampling Procedure

A non-probability sampling technique, specifically convenience sampling, was employed for this study. This

method was selected for its practicality, as it allowed the researchers to gather data quickly and effectively despite

time and resource constraints. Convenience sampling involves selecting participants who are readily accessible,

such as employees from MSMEs in Impasugong who were available and willing to participate in the study.

While this method is less generalizable to the entire MSMEs population of the municipality, the researchers

addressed this limitation by recruiting participants from diverse industries, organizational sizes, and employee

roles, thereby enhancing the representativeness of the data.

The sample size of 150 participants was determined through a power analysis using the G*Power 3.1 tool (often

referred to as the “6 power tool”), a statistical software widely used in the social sciences. The coalculation

considered the expected effect size, the significance level (α = 0.05), and the desired statistical power (set at

0.80). These parameters ensured that the study had sufficient power to detect meaningful relationships between

self-efficacy and work performance while minimizing the likelihood of committing a Type II error. The

researchers had to use 115 as the required minimum, but 150 was chosen to make the study more reliable and

accurate, minimize the chances of error and take into consideration possible loss of data or non- responses. Such

a bigger sample enhances the belief in the identification of real a connection amid self-efficacy and work

performance and is also practical within the logistic constraints of the study.

Research Instrument

The researcher utilized modified questionnaire originally adapted from Delgadillo et al. (2014) for Self-Efficacy

and from Koopmans et al. (2012) for Work Performance. The instrument was divided into two major sections.

The first part, on self-efficacy, covered the four established indicators: Performance Outcomes, Vicarious

Experiences, Verbal Persuasion, and Physiological States. The second part focused on work performance,

measuring three dimensions: Task Performance, Contextual Performance, and Counterproductive Behavior.

Items from both parts were revised and contextualized to reflect the workplace realities of employees in micro

and small enterprises (MSMEs) in Impasugong, Bukidnon.

To ensure the tool’s appropriateness, modifications underwent content validation by a panel of experts, followed

by reliability testing through Cronbach’s Alpha to confirm internal consistency. Additionally, pilot testing with

30 participants (not included in the final study) was conducted to assess clarity, ease of comprehension, and

relevance of the items. Feedback from the pilot group was used to refine the wording and structure of the

questionnaire before it was formally administered. The instrument was adapted because researcher modified the

questionnaire, borrowed and changed something that is adaptable. All parts were modified to suit to the context.

Scoring Procedure

The study evaluated the correlation of employees' self-efficacy on work performance. Researchers applied a 4-

point Likert scale.

Table 1 Scoring Procedure for Self-Efficacy

Scale

Mean Range Verbal Interpretation

Qualitative Description

Very High Self-efficacy

4

3

2

1

4.00-3.25

3.24-2.50

2.49-1.75

1.74-1.00

Strongly Agree

Agree

High Self-efficacy

Disagree

Low Self-efficacy Effective

Very Low Self-Efficacy Effective

Strong Disagree

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Table 2 Scoring Procedure for Work Performance

Scale

Mean Range

4.00-3.25

Verbal Interpretation

Strongly Agree

Agree

Qualitative Description

Very High Work Performance

High Work Performance

4

3

2

1

3.24-2.50

2.49-1.75

1.74-1.00

Disagree

Low Work Performance

Strong Disagree

Very Low Work Performance

Data Gathering Procedure

After validation and pilot testing, the finalized survey instrument was officially deployed to the study

participants. The administration process combined printed copies to accommodate participants’ varying

preferences and accessibility needs. Hard copies of the survey were personally distributed to employees in

MSMEs across Impasugong, Bukidnon, by the researchers. Printed surveys were particularly used in enterprises

where employees had limited or no access to digital devices or stable internet connectivity. To maintain the

integrity of the responses, participants were allowed to answer the questionnaires during their free time at work,

and sealed envelopes were provided for them to submit completed forms confidentially.

Prior to distribution, the researchers formally sought permission from MSME owners, managers, and

administrators through signed consent letters. Once approval was secured, the survey was disseminated at a

schedule convenient for the enterprises, so as not to disrupt normal operations. Completed printed questionnaires

were retrieved directly by the researchers, while Google Form responses were automatically recorded and stored

in a secure database accessible only to the research team. All collected data were then tallied, encoded, and cross-

checked to ensure accuracy before analysis.

This dual-mode administration not only ensured broader coverage of participants but also enhanced response

rates, as employees had the flexibility to choose their preferred mode of participation. The personal distribution

of printed copies helped establish rapport and clarify questions.

Ethical Considerations

Before the actual gathering of data, the researchers ensured that the participants understood that they were taking

part in a study, the purpose of the research, and the methods being used, and made sure that no material

information that they needed to know was left out of the participants’ knowledge. They were also made aware

that their decision whether to participate or not to participate in the study was respected and valued, and they

have the right to withdraw anytime from their participation in the study. All information gathered was held with

utmost confidentiality and used only for the completion of the study. This study undergoes plagiarism detector

tests, such as the plagiarism checker for students, to avoid indications of owning other authors' or researchers’

ideas and words without proper acknowledgement.

This study did not add or construct inaccurate facts or observations in the data gathering. No claims were made

based on incomplete or assumed results. This study hasdno trace of misrepresentation or manipulation of results

in order to fit a theoretical expectation, nor was there any evidence of exaggeration. Conflict of interest was not

evident in this study. There was no intent by the researchers to disclose any information detrimental to the welfare

of the participants. This study did not invade participants’ privacy or coerce them into acting against their own

will, and ensured that no damage to the participants’ self-esteem was done. The research document went through

a series of revisions as per the advice and recommendations of their adviser and panelists. It followed the

standards of the Bukidnon State University Ethics Review Committee for the guidelines and ethical

considerations of the study.

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Treatment of Data

The quantitative data from the results of the study includes tabulation using;

For problems 1 and 2, the research employed descriptive statistics, including frequency counts, percentage

distributions, means, and standard deviations. These statistical tools were used to assess the level of self-efficacy

and work performance among employees in the Municipality of Impasugong.

For problem 3, to study the relationship between self-efficacy and work performance among business employees

in Impasugong, a Spearman’s rho correlation analysis was conducted. This non-parametric method was suitable

for assessing the strength and direction of any monotonic relationship between the two variables, the data was

not normal therefore Spearman rho correlation was used. The statistical significance of the Spearman correlation

was evaluated using a p-value. The results, including the Spearman's rho value and corresponding p-value, were

reported and interpreted in the context of the research question, providing insights into the nature of the

relationship between self-efficacy and work performance.

Presentation, Analysis, and Interpretation of Data

This chapter presents the results and discussions of the study conducted. The considerations of the results focus

on the study's objectives and aim to answer the research questions established in the previous chapter.

Table 3 Level of self-efficacy in terms of Performance Outcomes

Construct / Item

Mean

Std. Deviation

Interpretation

Very High

1. I think clearly and keep all risk 3.647

factors in mind

0.535

2. I remain confident in making 3.553

sound judgments and the right

choices

0.538

Very High

3. I know what to do next in 3.513

decision-making

0.552

0.761

0.717

0.565

Very High

4. I make difficult decisions under 3.227

time pressure

5. I analyze and interpret numerical 3.287

or quantitative data accurately

6. I discover a range of alternative or 3.493

several

7. I readily commit to my decisions 3.42

0.605

0.621

Very High

8. I search for new information and 3.513

alternatives

Overall Mean

3.457

0.369

Very High Self-Efficacy

Note: (N = 150)

Table 3 presents the descriptive statistics for self-efficacy in terms of performance outcomes, which reflect

participants’ confidence in their ability to analyze risks, make informed decisions, and commit to chosen courses

of action. The results reveal an overall mean of 3.457 (SD = 0.369), interpreted as Very High Self-Efficacy,

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indicating that employees in the Municipality of Impasugong generally demonstrate strong confidence in their

decision-making skills and problem-solving abilities.

The highest mean score, 3.647, was recorded for “I think clearly and keep all risk factors in mind”, suggesting

that participants feel most confident when evaluating risks and weighing possible consequences before making

decisions. This finding resonates with Bandura’s (1997) self-efficacy theory, which underscores mastery

experiences as the most potent source of efficacy beliefs. Employees who can recognize and anticipate risks are

more likely to approach tasks with clarity and confidence, thereby reducing the likelihood of errors. Supporting

this, Glettei-Iversen (2023) emphasized that frequent engagement in critical risk assessments strengthens

strategic decision-making and reduces cognitive biases, ultimately improving workplace performance.

On the other hand, the lowest mean score, 3.227, was observed in PO4 “I make difficult decisions under time

pressure”, which was only interpreted as High Self-Efficacy. This indicates that while participants generally

exhibit confidence, their self-belief tends to weaken when decisions must be made quickly under stressful

conditions. Sarmiento et al. (2024) argue that decision-making under time pressure requires not only analytical

skills but also stress management and cognitive flexibility, which may explain why employees find this area

more challenging. Similarly, Elendo et al. (2024) found that structured training in high-pressure simulations

enhances individuals’ confidence and effectiveness in such scenarios, suggesting that targeted capacity-building

could strengthen this aspect of employee self-efficacy in SMEs.

The other items, such as “I remain confident in making sound judgments and the right choices”, “I know what

to do next in decision-making”, and “I search for new information and alternatives”, all yielded means above

3.4, reflecting Very High Self-Efficacy. These results suggest that participants tend to adopt systematic problem-

solving and active information-seeking behaviors, both of which are essential in dynamic business environments.

As Glettei-Iversen (2023) highlighted, employees who engage in analytical thinking and maintain openness to

alternatives tend to make more effective decisions, regardless of situational complexity.

Taken together, these results suggest that employees in SMEs in Impasugong generally possess strong self-

efficacy in performance outcomes, particularly in risk evaluation, sound judgment, and information-seeking.

However, the relative weakness observed in decision-making under time pressure points to an area where

organizations may invest in employee training and stress-management interventions. By reinforcing employees’

ability to maintain confidence and clarity under urgent conditions, businesses can further enhance both individual

and organizational performance.

Table 4 Level of self-efficacy in terms of - Vicarious Experiences

Construct / Item

Mean

Std. Deviation

Interpretation

1. I use a methodical thinking process in my 3.333

decisions

0.609

Very High

2. I weigh the negative and positive 3.473

consequences of each alternative option

0.692

0.627

Very High

3. others’ performance influences me in 3.320

making decisions with certainty that they will

work

4. I appraise a business decision problem 3.273

situation quickly

0.674

0.660

0.658

Very High

5. I obtain information by seeing what needs 3.440

to be known

6. I narrow down a list of alternatives that 3.420

appear as effective options

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7. I persevere in my persuasive attempts to 3.540

convince others of my decision choice

0.586

Very High

Overall Mean

3.400

0.405

Very High Self-

Efficacy

Note: (N = 150)

Table 4 presents the descriptive statistics for self-efficacy in terms of vicarious experiences, which refers to the

confidence individuals gain by observing and learning from others’ behaviors, successes, and decision-making

processes. The overall mean score of 3.400 (SD = 0.405) was interpreted as Very High Self-Efficacy, showing

that employees in SMEs in the Municipality of Impasugong generally feel confident in making decisions based

on observation, modeling, and the influence of peers or mentors in the workplace. This result underscores

Bandura’s (1997) assertion that observational learning plays a central role in building self-efficacy, as individuals

learn strategies and reinforce their own capabilities through the success of others.

The highest mean score, 3.540, was observed in “I persevere in my persuasive attempts to convince others of

my decision choice”, suggesting that employees are most confident in advocating for their own decisions and

influencing others. This implies that vicarious experiences extend beyond passive observation, as individuals

also develop the ability to persuade and lead within group settings actively. Lopez-Garrido (2025) notes that

social persuasion strengthens self-efficacy by reinforcing confidence through positive feedback and social

validation. Similarly, Lee et al. (2021) emphasized that peer modeling encourages employees to replicate

effective decision-making behaviors, thereby increasing their confidence in their own choices.

The lowest mean score, 3.273, was found in “I appraise a business decision problem situation quickly”,

indicating that while employees are generally confident, they may feel less certain when faced with the need to

evaluate complex problems rapidly. This suggests that observational learning alone may not be sufficient in high-

pressure decision-making contexts, where analytical reasoning and experiential exposure are also essential.

Sarmiento et al. (2024) argue that real-world business simulations and structured training enhance confidence in

such scenarios, while Henga and Jin (2025) highlight the value of experiential learning frameworks in building

efficacy for rapid decision-making.

Other indicators, including “I use a methodical thinking process”, “I weigh the negative and positive

consequences of each alternative”, and “I obtain information by seeing what needs to be known”, also recorded

Very High Self-Efficacy. These findings highlight the importance of methodical observation, peer influence, and

information-seeking in building decision-making confidence. Alharkan et al. (2024) observed that mentorship

and collaborative problem-solving enhance self-efficacy because employees draw on the expertise and

demonstrated success of role models, thereby reinforcing their own belief in their ability to succeed.

Collectively, the results indicate that employees in MSMEs strengthen their decision-making confidence

primarily through social learning, persuasion, and peer modeling. However, there remains some hesitation in

rapidly appraising complex business problems. For SMEs in Impasugong, this highlights the importance of

fostering mentorship programs, encouraging collaborative decision-making, and creating opportunities for

employees to observe and learn from effective role models. By integrating these practices, organizations can

further enhance self-efficacy and ensure that employees not only learn from others but also feel empowered to

apply those insights effectively in their own work contexts.

Table 5 Level of self-efficacy in terms of Verbal Persuasion

Construct / Item

Mean

Std. Deviation

Interpretation

Very High

1. I trust my own judgment and express my 3.313

opinions firmly

0.646

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2. I make decisions that contain risks and 3.113

potentially unfavorable consequences

0.661

0.703

0.599

Very High

3. I convince others of my decision even when 3.053

opposition mounts

4. I communicate the best alternative given the 3.473

situation

5. I utilize resources to implement my decisions 3.373

0.630

0.622

Very High

6. I disseminate decisions regardless of the 3.22

amount of control I have over organizational

constraints

7. I refrain from making difficult decisions

3.473

0.662

Very High

Overall Mean

3.289

0.365

Very High Self-Efficacy

Note: (N = 150)

Table 5 presents the descriptive statistics for self-efficacy in terms of verbal persuasion, which measures

employees’ confidence in trusting their own judgment, expressing decisions clearly, and influencing others

through communication. The overall mean of 3.289 (SD = 0.365), interpreted as Very High Self-Efficacy,

suggests that employees in SMEs generally possess strong belief in their ability to express and justify decisions,

utilize resources, and disseminate choices within organizational contexts. This finding aligns with Bandura’s

(1997) assertion that verbal persuasion can enhance self-efficacy by encouraging individuals to believe in their

ability to succeed, particularly when such persuasion is reinforced by consistent communication and social

support within the workplace.

The highest mean scores of 3.473 were recorded in “I communicate the best alternative given the situation” and

“I refrain from making difficult decisions”, showing that employees feel confident in explaining decision

alternatives and exercising discretion when faced with complex scenarios. This highlights employees’ tendency

to rely on clear communication as a means of influencing peers and fostering agreement. Hartfield et al. (2024)

emphasized that effective communication of alternatives not only enhances group cohesion but also reinforces

individual self-efficacy, as employees feel validated when their ideas gain acceptance. Similarly, Lopez-Garrido

(2025) emphasizes that positive reinforcement through communication and encouragement fosters confidence,

enabling individuals to make more effective decisions.

By contrast, the lowest mean of 3.053 was found in “I convince others of my decision even when opposition

mounts”, indicating that participants are less confident when confronted with resistance to their decisions. This

suggests that while employees generally trust their judgment, they may hesitate to assert themselves in situations

involving conflict or strong opposition. Siagian et al. (2024) argue that assertiveness and persuasive

communication are critical for sustaining self-efficacy in such contexts, and these skills can be enhanced through

leadership coaching, negotiation training, and structured feedback mechanisms.

Overall, the results suggest that employees in MSMEs in Impasugong derive a significant portion of their verbal

persuasion self-efficacy from their ability to communicate effectively and justify alternative decisions. However,

challenges remain in handling opposition and conflict, which points to the need for organizational interventions

aimed at strengthening assertive communication, leadership presence, and negotiation strategies. For MSMEs,

investing in communication training and supportive peer feedback systems can further enhance verbal persuasion

skills, ensuring that employees remain confident and effective even in contentious decision-making

environments.

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Table 6 Level of self-efficacy in terms of - Physiological Feedback

Construct / Item Mean

Std. Deviation

Interpretation

Very High

1. I control my level of attention and concentration 3.607

when time pressure mounts

0.530

2. I limit negative thoughts entering my mind

3.567

0.548

0.587

Very High

3. I refrain from worrying about my decision 3.473

choices and consequences

4. I contain my self-doubts about my ability to deal 3.380

with adverse consequences

0.598

Very High

5. I feel that I am making the right decisions

3.467

0.552

0.596

Very High

6. I refrain from changing my mind to the least 3.440

objectionable alternative

7. I make a decision and persevere with actions to 3.600

make them pay off

0.543

Very High

Overall Mean

3.505

0.354

Very High Self-Efficacy

Note: (N = 150)

Table 6 presents the descriptive statistics for self-efficacy in terms of physiological feedback, which refers to

individuals’ ability to regulate emotional and physical responses that influence their confidence in decision-

making. The overall mean of 3.505 (SD = 0.354), interpreted as Very High Self-Efficacy, indicates that

employees in MSMEs generally feel capable of managing stress, maintaining focus, and controlling negative

emotions in workplace contexts. This supports Bandura’s (1997) claim that physiological states are critical

sources of self-efficacy, as individuals interpret their bodily and emotional cues to determine whether they are

capable of performing tasks successfully. Employees who can effectively manage their physiological responses

are more likely to sustain motivation, remain resilient under pressure, and persevere in achieving organizational

goals.

Among the indicators, “I control my level of attention and concentration when time pressure mounts” obtained

the highest mean of 3.607, suggesting that participants are particularly confident in their ability to maintain focus

under demanding circumstances. This finding aligns with Vitale and Bonaiuto's (2024) emphasis on the

importance of emotional regulation and attentional control in high-pressure decision-making, as they reduce

cognitive overload and enhance decision accuracy. Similarly, “I make a decision and persevere with actions to

make them pay off” recorded a mean of 3.600, reflecting persistence and follow-through in achieving desired

outcomes despite challenges. Doménech et al. (2024) emphasize that perseverance enhances self-efficacy, as

individuals reinforce their belief in their abilities through repeated efforts and subsequent successes.

The lowest mean score of 3.380 was found in “I contain my self-doubts about my ability to deal with adverse

consequences”, suggesting that some employees still experience hesitation and self-doubt when facing potential

risks or unfavorable outcomes. This indicates that while most participants are confident in their physiological

regulation, uncertainties remain when consequences are unpredictable. Worthen (2023) argues that self-doubt

can be mitigated through interventions such as mindfulness training, cognitive-behavioral strategies, and

structured stress-management programs, which help employees interpret challenges as growth opportunities

rather than threats.

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Overall, the results indicate that employees in MSMEs in Impasugong exhibit strong self-efficacy in managing

their physiological states, enabling them to remain calm, focused, and persistent in decision-making. However,

lingering self-doubt highlights the need for organizational support systems that strengthen resilience, such as

wellness initiatives, stress-reduction programs, and leadership mentoring. By fostering environments that help

employees regulate their emotional and physical states, MSMEs can enhance not only individual confidence but

also collective workplace performance and innovation.

Table 7 Level of Work Performance in terms of - Task Performance

Construct / Item

Mean

3.793

3.627

3.640

Std. Deviation

0.422

Interpretation

Very High

1. I plan my work to finish it on time.

2. My planning is adequate.

0.512

Very High

3. I focus on the results I need to achieve.

0.495

4. At work, I know what the significant 3.680

concerns are and what are not.

0.522

5. I set the right priorities.

3.633

0.536

0.586

Very High

6. I complete my work efficiently with 3.540

minimal time and effort.

Overall Mean

3.652

0.316

Very High Work Performance

Note: (N = 150)

Table 7 presents the descriptive statistics for task performance, which measures employees’ ability to plan,

prioritize, and execute work-related responsibilities. The overall mean of 3.652 (SD = 0.316), interpreted as Very

High Work Performance, suggests that participants consistently demonstrate strong competence in organizing

tasks, meeting deadlines, and maintaining focus on key objectives. This finding aligns with Bandura’s (1997)

assertion that self-efficacy positively influences task accomplishment, as employees who believe in their ability

to perform tend to exert more effort and persist longer, ultimately leading to improved work outcomes.

Among the indicators, “I plan my work to finish it on time” recorded the highest mean of 3.793, indicating that

participants feel highly capable of structuring their workload and managing time effectively. This aligns with

Majini et al. (2023), who found that strong time management skills reduce workplace stress while enhancing

productivity and job satisfaction. Similarly, “At work, I know what the significant concerns are and what are

not”, with a mean of 3.680, demonstrates participants’ ability to distinguish between critical and less important

tasks. Calonia et al. (2023) emphasize that the ability to prioritize effectively contributes to improved

performance by enabling workers to allocate resources and energy toward high-value tasks.

The lowest mean was observed in “I complete my work efficiently with minimal time and effort”, which scored

3.540. Although still interpreted as very high, this relatively lower score suggests that some employees may face

challenges in striking a balance between efficiency and the quality of their output. Zirar et al. (2023) highlight

that organizational strategies, such as task delegation, digital automation, and productivity training, can enhance

efficiency by reducing redundancies and streamlining workflow processes.

In summary, the findings confirm that employees in MSMEs in Impasugong consistently exhibit strong task

performance, supported by their ability to plan, prioritize, and execute responsibilities with confidence.

However, opportunities remain to further enhance efficiency through targeted interventions in workload

management and process optimization. By investing in structured time management training, prioritization

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workshops, and coaching programs, organizations can strengthen employees’ task performance, ultimately

contributing to higher productivity and sustained business growth.

Table 8 Level of Work Performance in terms of - Contextual Performance

Construct / Item

Mean

3.380

Std. Deviation

0.587

Interpretation

Very High

1. I took on extra responsibilities.

2. I started a new task myself when my old ones 3.347

were finished.

0.602

Very High

3. I took on a challenging work task when 3.293

available.

0.661

0.516

4. I worked at keeping my job knowledge up- 3.660

to-date.

5. I worked at keeping my job skills up-to-date. 3.633

0.510

0.514

Very High

6. I came up with creative solutions to new 3.527

problems.

7. I kept looking for new challenges in my job. 3.373

0.562

0.546

0.551

0.535

Very High

8. I did more than was expected of me.

3.413

3.453

9. I actively participated in work meetings.

10. I actively look for ways to improve my 3.573

performance at work.

11. I grasped opportunities when they 3.500

presented themselves.

0.565

0.649

0.271

Very High

12. I knew how to solve difficult situations and 3.433

setbacks quickly.

Very High

Overall Mean

3.466

Very High Work Performance

Note: (N = 150)

Table 8 presents the descriptive statistics for contextual performance, which captures employees’ ability to go

beyond their core responsibilities by engaging in proactive behaviors, continuous learning, and collaborative

practices that contribute to organizational effectiveness. The overall mean of 3.466 (SD = 0.271), interpreted as

Very High Work Performance, indicates that participants consistently display behaviors aligned with contextual

performance, such as seeking opportunities for improvement, updating their knowledge and skills, and actively

contributing to workplace initiatives. This supports Koopmans et al.’s (2012) framework, which emphasizes that

contextual performance reflects discretionary behaviors that promote a favorable organizational climate and

strengthen overall productivity.

Among the items, “I worked at keeping my job knowledge up-to-date” scored the highest mean at 3.660,

suggesting that participants prioritize continuous learning and skill enhancement. This finding aligns with

Arulsamy et al. (2023), who assert that employees committed to lifelong learning exhibit greater adaptability to

workplace changes and achieve higher levels of performance. Similarly, “I actively look for ways to improve

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my performance at work”, with a mean of 3.573, highlights employees’ engagement in self-improvement

strategies. Mikhaylova et al. (2025) argue that such proactive behaviors are vital for sustaining organizational

growth, as employees who consistently seek to refine their work practices contribute not only to personal success

but also to team and company-wide advancement.

The lowest mean was observed in “I took on a challenging work task when available” at 3.293, indicating that

some participants may be more cautious when approaching complex or high-demand responsibilities. Workload

pressures, a lack of organizational support, or uncertainty about personal capabilities may contribute to this

hesitation. Soegiarto et al. (2024b) emphasize that providing employees with mentorship, leadership

development programs, and structured support systems can empower them to take on challenging tasks, thereby

enhancing their resilience and self-efficacy in difficult situations.

Overall, the consistently high scores across contextual performance indicators demonstrate that employees in

MSMEs within Impasugong exhibit strong discretionary behaviors, particularly in areas such as continuous

learning, innovation, and collaboration. The range of means (3.293–3.660) reflects variability based on task

complexity, yet the general trend underscores employees’ readiness to engage in initiatives beyond their

prescribed duties. Organizations can further strengthen their contextual performance by fostering a culture of

innovation, offering professional development opportunities, and encouraging employees to view challenges as

opportunities for growth. Such initiatives not only build individual confidence but also cultivate an adaptive and

high-performing workforce.

Table 9 Level of Work Performance in terms of Counterproductive

Construct / Item

Mean Std. Deviation

Interpretation

Very High

1. I complained about unimportant matters at 4.000

work.

.000

.465

.473

.450

.471

2. I made problems greater than they were at 3.313

work.

Very High

3. I focused on the negative aspects of a work 3.333

situation, instead of on the positive aspects.

4. I spoke with colleagues about the negative 3.280

aspects of my work.

5. I spoke with people from outside the 3.327

organization about the negative aspects of my

work.

6. I did less than was expected of me.

3.240

3.253

.428

.436

.477

Very High

7. I managed to get out of a work task easily.

8. I sometimes did nothing, while I should have 3.347

been working.

Overall Mean

3.387

.232

Very High Work Performance

Note: (N = 150)

Table 9 presents the descriptive statistics for counterproductive work behavior (CWB), which measures actions

that can undermine workplace efficiency, reduce morale, and negatively affect organizational outcomes. The

overall mean of 3.387 (SD = 0.232), interpreted as Very High Work Performance, indicates that although some

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employees occasionally engage in counterproductive behaviors, these remain relatively contained, suggesting

that positive performance generally outweighs negative behaviors. Nonetheless, the findings provide insight into

the types of behaviors that may challenge organizational productivity and cohesion.

Among the indicators, “I complained about unimportant matters at work” recorded the highest mean of 4.000,

suggesting that frequent expression of dissatisfaction over trivial concerns is a notable behavior among

participants. While complaints can sometimes highlight valid organizational issues, Zhenjing et al. (2022) argue

that a persistent focus on minor matters can create tension, disrupt workflow, and diminish overall job

satisfaction. Similarly, “I sometimes did nothing while I should have been working”, with a mean of 3.347,

reflects instances of procrastination or temporary disengagement. S. H. Lee et al. (2024) emphasize that such

behaviors often stem from low intrinsic motivation or environmental distractions, which can hinder task

completion and team efficiency.

The lowest mean was observed in “I did less than was expected of me” at 3.240. This suggests that while some

participants occasionally underperform, accountability mechanisms, performance monitoring, and workplace

expectations appear to minimize deliberate work avoidance. Tatar (2020) supports this view, noting that

organizations that actively foster employee engagement, provide constructive feedback, and promote

accountability experience significantly lower rates of counterproductive behaviors.

Taken as a whole, the results suggest that while counterproductive behaviors exist in varying degrees, they do

not dominate employees’ overall work patterns. Instead, these findings highlight the importance of organizations

strengthening their workplace culture by addressing sources of dissatisfaction, reducing opportunities for

disengagement, and fostering positive behaviors. Strategies such as fostering open communication,

implementing employee recognition programs, and providing wellness and motivational initiatives may reduce

counterproductive behaviors while enhancing overall work performance. In MSMEs, where human resources

are limited and each employee’s contribution is critical, mitigating CWB becomes especially important for

sustaining productivity and organizational harmony.

Table 10 Spearman’s rho test of the significant relationship between self-efficacy and work performance

Self-Efficacy

Work Performance

.404**

P-value

<.001

Interpretation

Significant

Performance Outcomes

Vicarious Experiences

Verbal Persuasion

.346**

.343

<.001

.071

Significant

Not Significant

Significant

Physiological Feedback

Overall Self-Efficacy

.285**

.423**

<.001

Significant

**Correlation is significant at the 0.01 level (2-tailed).

*Correlation is significant at the 0.05 level (2-tailed).

Table 10 presents the correlation results between self-efficacy and work performance using Spearman’s rho. The

findings reveal that the different dimensions of self-efficacy physiological feedback, performance outcomes,

vicarious experiences, verbal persuasion, and overall self-efficacy show varying strengths of association with

work performance. Among these, performance outcomes demonstrate the strongest correlation (r = .404, p <

.001). This suggests that employees who have experienced previous successes develop confidence that reinforces

future behaviors, thereby sustaining higher levels of performance. This finding is consistent with Abun et al.

(2021), who emphasized that mastery experiences serve as a critical foundation for building self-efficacy,

ultimately shaping workplace effectiveness.

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Vicarious experiences also show a significant positive correlation with work performance (r = 0.346, p < 0.001).

this suggests that employees who observe their colleagues or mentors accomplishing tasks are more likely to

develop stronger self-efficacy beliefs and adopt similar behaviors. Hadi (2023) supports this notion by pointing

out that mentorship and modeling serve as motivational mechanisms that enhance engagement and job

performance. Likewise verbal persuasion exhibits a moderate yet significant correlation with work performance

(r = .343, p = .071), which is statistically insignificant. This indicates that verbal encouragement alone, such as

feedback or motivational statements, may not be sufficient to influence employees’ performance in the

workplace.

In contrast, physiological feedback showed the lowest correlation with work performance (r = .285, p < .001),

indicating that employees’ physical and emotional states substantially influence their ability to perform tasks

effectively. Workers who are physically energized, emotionally stable, and less stressed tend to demonstrate

higher productivity and efficiency. This aligns with Lifang and Ali (2024), who highlighted that the quality of

feedback and emotional stability weak mediate employee motivation and performance outcomes. While

physiological feedback can momentarily boost confidence, its correlation appears weaker compared to direct

mastery experiences or positive performance outcome. Raman and Rubasree (2023) similarly observed that

although physiological feedback contributes to motivation, long-term confidence and productivity rely more

heavily on tangible success experiences and personal validation of competence. For the present study, this result

highlights that while supportive communication from supervisors is beneficial, it cannot replace employees’ own

experiences of success and well-being in sustaining performance improvements.

Overall, the results confirm that self-efficacy as a whole significantly correlates with work performance (r =

.423, p < .001). Employees with stronger self-belief demonstrate higher motivation, resilience, and efficiency in

accomplishing organizational tasks. Daly and Thompson (2023) emphasize that broader self-efficacy constructs,

including mastery, observational learning, and physiological regulation, form the foundation for workplace

success. In the context of MSMEs in Impasugong, this finding suggests that organizational strategies to

strengthen self-efficacy should go beyond mere verbal persuasion. Instead, fostering mastery experiences,

building effective mentorship systems, and promoting employee health and well-being may yield more

substantial improvements in employee performance and satisfaction.

SUMMARY, FINDINGS, CONCLUSION, AND RECOMMENDATIONS

This chapter summarizes the study's findings. Moreover, conclusions and recommendations are also provided

from now on.

Summary

This study was conducted to assess the impact of self-efficacy on the work performance of employees in small

and medium-sized businesses within the Municipality of Impasugong, Bukidnon. Self-efficacy refers to an

individual’s belief in their capability to accomplish specific tasks and goals. At the same time, work performance

reflects the quality, quantity, and effectiveness of employee contributions in meeting organizational objectives.

Grounded in Bandura’s Social Cognitive Theory (1986), this study examined self-efficacy dimensions

(performance outcomes, vicarious experiences, verbal persuasion, and physiological feedback) and their

relationship to work performance (task performance, contextual performance, and counterproductive behavior).

Using a descriptive-correlational research design, 150 employees from SMEs in Impasugong participated

through convenience sampling. Data was gathered using a validated and modified questionnaire and analyzed

with descriptive statistics and Spearman’s rho correlation analysis.

The result indicate that self-efficacy is significantly correlated with improved work performance (r = .423, p <.

001). Workers who have a positive self-efficacy are more motivated, robust and productive. As pointed out by

Daly and Thompson (2023), self-efficacy encompasses such skills as mastery, other learning, and stress

management, which are the keys to success in the workplace. In the case of MSMEs in Impasugong, the result

of this is that the enhancement of self-efficacy must be developed based on practical experience, appropriate

mentorship, and the welfare of the employees rather than motivation alone.

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According to the results of the study, the emphasis on wellness programs, stress management, hands on training,

and mentoring are used by employers to enhance self-efficacy of employees and their performance instead of

verbal encouragement. The employees are advised to remain highly planned and time conscious, pursue growth

opportunities, and remain self-conscious in order to reduce unproductive behavior through wellness and team

activities. Further studies on verbal persuasion need to focus on larger and diverse populations and the reasons

behind the ineffectiveness of verbal persuasion using qualitative research. Mental health-related initiatives,

mentorship, and leadership development where effective communication is coupled with practical experience

are the areas, which policymakers are encouraged to support to enhance motivation and success at the workplace.

Findings

SOP 1. What is the Level of Self-Efficacy among employees?

Results revealed that employees exhibited very high self-efficacy across dimensions. Performance outcomes

(overall mean = 3.457) demonstrated a very high level, indicating that employees strongly rely on prior successes

to guide decision-making. Vicarious experiences (overall mean = 3.40) also scored very high, indicating that

employees gain confidence by observing their peers and mentors. Verbal persuasion, though the lowest (overall

mean = 3.289), was still interpreted as very high, suggesting that while external encouragement influences self-

efficacy, it is not as strong as personal experience. Physiological feedback showed the highest overall mean

(3.505), indicating a very high level, which highlights employees’ confidence in managing stress and regulating

emotions during decision-making.

SOP 2. What is the level of Work Performance among employees?

Employees consistently demonstrated very high levels of work performance across all categories. Task

performance was the strongest dimension (overall mean = 3.652, very high), indicating employees plan

effectively, set priorities, and complete tasks efficiently. Contextual performance also registered very high

(overall mean = 3.466), showing that employees take initiative, update their skills, and contribute to

organizational improvement. Counterproductive behavior had the lowest mean (overall mean = 3.387), but this

was still interpreted as very high performance, meaning employees seldom engaged in negative workplace

behaviors such as complaining or avoiding tasks.

SOP 3. Is there a significant relationship between Self-Efficacy and Work Performance?

Spearman’s rho correlation analysis revealed significant positive correlations between self-efficacy and work

performance in three dimensions: performance outcomes (r = 0.371, p < 0.001), vicarious experiences (r = 0.363,

p < 0.001), and physiological feedback (r = 0.530, p < 0.001). However, verbal persuasion (r = .148, p = .071)

was not significantly correlated with work performance. Thus, the null hypothesis (Ho1: There is no significant

relationship between self-efficacy and work performance) was rejected for performance outcomes, vicarious

experiences, and physiological feedback, but accepted for verbal persuasion.

Conclusion

After the conduct of the study it has been conclude that employees in MSMEs in Impasugong exhibit very high

self-efficacy, particularly in managing stress and utilizing past achievements to inform their decisions. They also

exhibit very high work performance, excelling in task execution and continuous learning while showing minimal

counterproductive behaviors.

The correlation results confirm that self-efficacy has a significant influence on work performance. Employees

who regulate emotions (physiological feedback), draw confidence from past successes (performance outcomes),

and learn through observation (vicarious experiences) are more likely to perform effectively. Therefore, the null

hypothesis was rejected in these dimensions. Conversely, verbal persuasion, while contributing to confidence,

was not significantly related to work performance, suggesting that encouragement alone is insufficient to

improve productivity. Thus, the null hypothesis was accepted for verbal persuasion.

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In conclusion, enhancing self-efficacy through experience-based learning, stress management, and observational

opportunities can directly strengthen work performance. However, reliance on verbal encouragement without

concrete experiences may not yield meaningful improvements in workplace outcomes.

Recommendations

Based on the findings and conclusions of this study, the following recommendations are presented to employers,

employees, future researchers, and policymakers:

For Employers. Since employees demonstrated very high self-efficacy in physiological feedback, organizations

should invest in wellness programs, stress management initiatives, and mindfulness training to further strengthen

employees’ ability to regulate emotions and remain productive under pressure. As performance outcomes were

also significantly related to work performance, employers are encouraged to provide employees with

opportunities to experience success through structured training, mentorship, and task simulations that reinforce

mastery. Similarly, because vicarious experiences play a strong role, peer learning and mentoring systems should

be institutionalized, allowing employees to learn from successful role models. On the other hand, since verbal

persuasion was found not to be significantly correlated with performance, employers should not overly rely on

verbal encouragement alone; instead, they should pair it with concrete experiential learning and performance-

based feedback.

For Employees. Given the very high level of work performance in task performance, employees are encouraged

to sustain and further improve their planning, prioritization, and time management practices. Since contextual

performance was also very high, employees should continue to seek challenges, upskill, and explore innovative

ways to contribute to organizational goals. However, while counterproductive behaviors were low, their presence

still indicates a need for employees to remain self-aware and minimize unproductive habits, such as excessive

complaints or disengagement. Employees can achieve this by actively engaging in wellness programs, feedback

sessions, and team-building initiatives that promote collaboration and positivity.

For Future Researchers. Since this study confirmed that self-efficacy dimensions such as performance outcomes,

vicarious experiences, and physiological feedback significantly influence work performance, future studies may

expand to include larger and more diverse populations across different municipalities or provinces to confirm

these results. Additionally, since verbal persuasion was not significant, future studies can explore why verbal

encouragement alone is insufficient and whether cultural, organizational, or leadership factors influence this

outcome. Qualitative research could also be conducted to explore the nuances of how employees perceive and

internalize verbal motivation compared to experiential or observational learning.

For Policymakers. Given the findings that physiological feedback has the strongest relationship with

performance, local and national policies should prioritize employee mental health and workplace wellness.

Legislators can support MSMEs by providing subsidies or tax incentives for implementing wellness programs,

stress-reduction activities, and professional development training. Since performance outcomes and vicarious

experiences also play significant roles, policymakers should also support mentorship programs, apprenticeships,

and continuous learning initiatives within local businesses. While verbal persuasion was found to be less

effective, policymakers can encourage leadership development programs that combine effective communication

with practical, experience-based training to ensure that motivation is grounded in real-world workplace learning.

The thesis of Niel Boy I. Guatno, Brexter D. Labado, Bea Joanna Mar Y. Malcino, Rolly Mae Ann D. Bahayan,

Jasper C. Litohon, Richard B. Mercader, entitled: “THE CORRELATION OF EMPLOYEES' SELF-

EFFICACY TOWARDS WORK PERFORMANCE AMONG BUSINESSES IN THE MUNICIPALITY

OF IMPASUGONG,” submitted in fulfillment of the requirements for the degree: Bachelor of Science in

Business Administration major in Financial Management in the Undergraduate Program, College of Business of

Bukidnon State University – Impasugong Campus, Municipality of Impasugong, Bukidnon has been approved

by the Thesis Committee.

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ACKNOWLEDGEMENT

This academic work would not have been possible without the support, guidance, and encouragement of

individuals from Bukidnon State University who contributed to the completion of this research. We profoundly

grateful to our family for their unwavering moral, emotional, spiritual, and financial support. Their sacrifices,

patience, and encouragement gave us the strength to persevere in moments of difficulty.

Our deepest appreciation goes to our adviser, Marivic L. Han-awon, for her invaluable guidance, expertise, and

constant encouragement throughout this journey. Her dedication, insightful feedback, and constructive criticisms

have greatly improved this study. More than being an adviser, she has been a mentor and inspiration who instilled

our discipline, perseverance, and passion needed in conducting meaningful research.

We also extend our sincere thanks to our panel members for their generosity in sharing knowledge and offering

constructive recommendations that helped refine and strengthen this work. Their thoughtful insights, expertise,

and valuable suggestions have guided us in enhancing the quality and depth of our study. We are truly

appreciative of the time and effort they devoted to reviewing our research and for their commitment to academic

excellence.

Special thanks are also due to the faculty and staff of Bukidnon State University – Impasugong Campus, for

providing a supportive and nurturing academic environment that enabled us to pursue and complete this study.

Their encouragement, assistance, and dedication to student success have greatly inspired us throughout this

journey.

Above all, we give glory and honor to the Almighty Father, whose wisdom, guidance, and blessings made this

accomplishment possible. May this research be a living testament of His boundless grace, faithfulness, and divine

providence.

GUATNO, NIEL BOY I.

LABADO, BREXTER D.

MALCINO, BEA JOANNA MAR Y.

LITOHON, JASPER C.

BAHAYAN, ROLLY MAE ANN D.

MERCADER, RICHARD B.

DEDICATION

This study is sincerely dedicated to our beloved parents, brothers and sisters, who motivates and encourage us

and by giving us financial and emotional support. It is also dedicated to our classmates and friends who believe

and prayed for us throughout this journey. They have never left our side throughout the process especially when

we doubted ourselves, they provided us a great sense of enthusiasm and perseverance in continuing this.

We also dedicate this study to our Adviser Ma’am Marivic L. Han-awon, who constantly guides us and thought

us to make this study better. She helped us in finishing this study, we really appreciate her words of advice and

in continuously giving us moral, emotional and practical support.

Lastly, we dedicate this study to our Almighty God who gives us strength, wisdom, guidance and power and for

giving us good health while doing this study. without his unconditional love and guidance this research would

not have been made possible.

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APPENDIX A

Approval for Adapted Questionnaire

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APPENDIX B

Semi-Structures Questionnaire

Survey Questionnaire

Objective:

This study aims to evaluate the impact of employees' self-efficacy on their level of work

performance.

Instructions for Participants:



Read each statement carefully before responding.

Select the number that best represents your level of agreement.

Answer honestly based on your personal experiences and perceptions.

There are no right or wrong answers.

Likert Scale Interpretation: 4 – Strongly Agree, 3 – Agree, 2 – Disagree, 1 – Strongly Disagree

Kindly mark (/) the appropriate box for each question to indicate your response. We appreciate your

participation!

Survey Questionnaire

PART 1: Self-Efficacy

Strongly Agree

Agree

Strongly

Disagree

A. Performance outcomes

1. I think clearly and keep all risk factors in mind

2. I remain confident in making sound judgments and

the right choices

3. I know what to do next in decision-making

4. I make difficult decisions under time pressure

5. I analyze and interpret numerical or quantitative data

accurately

6. I discover a range of alternative or several

7. I readily commit to my decisions

8. I search for new information and alternatives

B. Vicarious Experience

1. I use a methodical thinking process in my decisions

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2. I weigh the negative and positive consequences of

each alternative option

3. others’ performance influences me in making

decisions with certainty that they will work

4. I appraise a business decision problem situation

quickly

5. I obtain information by seeing what needs to be

known

6. I narrow down a list of alternatives that appear as

effective options

7. I persevere in my persuasive attempts to convince

others of my decision choice

C. Verbal Persuasion

1. I trust my own judgment and express my opinions

firmly

2. I make decisions that contain risks and potentially

unfavorable consequences

3. I convince others of my decision even when

opposition mounts

4. I communicate the best alternative given the

situation

5. I utilize resources to implement my decisions

6. I disseminate decisions regardless of the amount of

control I have over organizational constraints

7. I refrain from making difficult decisions

D. Physiological Feedback

1. I control my level of attention and concentration

when time pressure mounts

2. I limit negative thoughts entering my mind

3. I refrain from worrying about my decision choices

and consequences

4. I contain my self-doubts about my ability to deal

with adverse consequences

5. I feel that I am making the right decisions

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6. I refrain from changing my mind to the least

objectionable alternative

7. I make a decision and persevere with actions to make

them pay off

PART 2: Work Performance

Strongly

Agree

Strongly

Disagree

A. Task Performance (TP)

1. I plan my work to finish it on time.

2. My planning is adequate.

3. I focus on the results I need to achieve.

4. At work, I know what is really important and what

is not.

5. I set the right priorities.

6. I complete my work efficiently with minimal time

and effort.

B. Contextual Performance (CP)

1. I took on extra responsibilities.

2. I started a new task myself when my old ones were

finished.

3. I took on a challenging work task when available.

4. I worked at keeping my job knowledge up-to-date.

5. I worked at keeping my job skills up-to-date.

6. I came up with creative solutions to new problems.

7. I kept looking for new challenges in my job.

8. I did more than was expected of me.

9. I actively participated in work meetings.

10. I actively look for ways to improve my

performance at work.

11. I grasped opportunities when they presented

themselves.

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12. I knew how to solve difficult situations and

setbacks quickly.

C. Counterproductive work behavior (CWB)

1. I complained about unimportant matters at work.

2. I made problems greater than they were at work.

3. I focused on the negative aspects of a work

situation, instead of on the positive aspects.

4. I spoke with colleagues about the negative aspects

of my work.

5. I spoke with people from outside the organization

about the negative aspects of my work.

6. I did less than was expected of me.

7. I managed to get out of a work task easily.

8. I sometimes did nothing, while I should have been

working.

Thank you, God bless!

APPENDIX C

Sample Size Estimation Methods

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APPENDIX D

Validity Results

APPENDIX E

Reliability Results

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APPENDIX F

Informed Consent

APPENDIX G

Raw Result of The Data

Table 1. Descriptive Statistics for self-efficacy - Performance Outcomes

Construct / Item

N

Mean

3.647

3.553

3.513

3.227

3.287

3.493

3.42

Std. Deviation

0.5326

Interpretation

PO1

150

High

PO2

0.5377

PO3

0.5524

PO4

0.7610

PO5

0.7173

High

PO6

0.5646

PO7

0.6050

PO8

3.513

3.457

0.6211

0.3689

Overall Mean

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Table 2. Descriptive Statistics for self-efficacy - Vicarious Experiences

Construct / Item

N

Mean

3.333

3.473

3.320

3.273

3.440

3.420

3.540

3.400

Std. Deviation

0.6094

Interpretation

VE1

150

High

VE2

0.6922

VE3

0.6273

VE4

0.6745

VE5

0.6603

High

VE6

0.6581

VE7

0.5865

0.4047

Overall Mean

Table 3. Descriptive Statistics for self-efficacy - Verbal Persuasion

Construct / Item

N

Mean

3.313

3.113

3.053

3.473

3.373

3.22

Std. Deviation

0.6465

Interpretation

VP1

150

High

VP2

0.6609

VP3

0.7027

VP4

0.5986

VP5

0.6298

High

VP6

0.6225

VP7

3.473

3.289

0.6625

0.3654

Overall Mean

Table 4. Descriptive Statistics for self-efficacy - Physiological Feedback

Construct / Item

N

Mean

3.607

3.567

3.473

3.380

3.467

3.440

Std. Deviation

0.5296

Interpretation

PF1

150

High

PF 2

PF 3

PF 4

PF 5

PF 6

0.5485

0.5873

0.5983

0.5516

High

0.5962

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PF 7

150

3.600

3.505

0.5434

0.3541

High

Overall Mean

Table 5. Descriptive Statistics for Work Performance - Task Performance

Construct / Item

N

Mean

3.793

3.627

3.640

3.680

3.633

3.540

3.652

Std. Deviation

0.4225

Interpretation

TP1

150

High

TP2

0.5122

TP3

0.4953

TP4

0.5223

TP5

0.5362

High

TP6

0.5865

Overall Mean

0.3161

Table 6. Descriptive Statistics for Work Performance - Contextual Performance

Construct / Item

N

Mean

3.380

3.347

3.293

3.660

3.633

3.527

3.373

3.413

3.453

3.573

3.500

3.433

3.466

Std. Deviation

0.587

Interpretation

CP1

150

High

CP2

0.6019

0.661

CP3

CP4

0.5159

0.5105

0.5142

0.5622

0.5457

0.5506

0.5353

0.5646

0.6494

0.2711

CP5

CP6

CP7

CP8

CP9

CP10

CP11

CP12

Overall Mean

High

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Table 7. Descriptive Statistics for Work Performance - Counterproductive

Construct / Item

CWB1

N

Mean

4.000

3.313

3.333

3.280

3.327

3.240

3.253

3.347

3.3867

Std. Deviation

.0000

Interpretation

150

CWB2

.4654

CWB3

.4730

CWB4

.4505

CWB5

.4706

CWB6

.4285

CWB7

.4364

CWB8

.4775

.23187

Overall Mean

Table 8. Spearman’s rho test of significant relationship between self-efficacy and work performance

Self-Efficacy

Work Performance P-value

Interpretation

Significant

Performance

Outcomes

.371**

<.001

Vicarious

Experiences

Significant

.363**

.148

<.001

.071

Significant

Verbal Persuasion

Physiological

Feedback

.530**

.423**

<.001

Significant

Overall Self-Efficacy

**Correlation is significant at the 0.01 level (2-tailed).

*Correlation is significant at the 0.05 level (2-tailed).

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APPENDIX H

Grammarly And Originality Certificate

APPENDIX I

Declaration Of AI Tool Utilization

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APPENDIX J

Proofreading Certificate

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Researcher’s Profile

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