The Effect of Self-Development on Employees’ Job Performance of Universities and Higher Education Centers (Case study: University of Science and Culture)

Abstract

The aim of this study was to investigate the effect of self-development on job performance of University of Science and Culture employees. The research was an applied research based on goal and in terms of study type was quantitative and from the methodological view, was descriptive-correlational. The statistical population included 110 formal and contract staff of the University of Science and Culture at 2020-2021 that using stratified sampling method with proportional allocation, 86 of them were selected as the sample. To collect data from the two self-developed questionnaires of Abili and Mazari (2014) with a reliability of 0.92 and job performance with a reliability of 0.90, used, which is a combination of two questionnaires of Byrne et al (2005) and Conway (1999) is obtained. Examination of the research model showed that it fits well with the data. The results showed that self-development with a coefficient of 0.41 had an effect on employees' job performance. Also, self-development has had an effect on task performance with a coefficient of 0.30 and on field performance with a coefficient of 0.15. Also, the effect of four components of self-development on job performance was evaluated, which self-regulation and self-leadership with a coefficient of 0.17 and 0.28, respectively, had an effect on job performance. The hypothesis of the effect of self-management and self-directed learning components on job performance was rejected in this study.

Keywords

• self development
• job performance
• university of science and culture