The Role of Self-Efficacy on Work Engagement in Employees: A Systematic Review

Fatasya Kamila; Nida Hasanati

doi:10.59890/ijels.v3i6.57

Authors

Fatasya Kamila Universitas Muhammadiyah Malang
Nida Hasanati Universitas Muhammadiyah Malang

DOI:

https://doi.org/10.59890/ijels.v3i6.57

Keywords:

Self-Efficacy, Work Engagement, Employees

Abstract

Self-efficacy refers to an individual's belief in their ability to perform tasks effectively and has been shown to play a crucial role in enhancing work engagement. This systematic review aims to examine the influence of self-efficacy on work engagement among employees across various occupational sectors. Using the PCC framework and searching academic databases such as Scopus and Publish or Perish, 14 relevant international journal articles published between 2023 and 2025 were selected. The analysis reveals that self-efficacy has a significant positive impact on work engagement. Ten out of fourteen studies concluded that employees with high self-efficacy are more emotionally, cognitively, and behaviorally engaged in their work. Additionally, several studies indicate that self-efficacy serves as a mediator between various external factors (such as supervisor support, work-life balance, and organizational culture) and work engagement, as well as a moderator in the context of high job demands. Supporting variables such as psychological well-being and a positive work environment further strengthen this relationship. These findings highlight the importance of organizational interventions, such as self-efficacy development training and the creation of supportive work climates, to enhance employee engagement and overall performance.

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