Given that the ultimate target of organizational behavior studies is improving the organizational development and performance, we tried to empirically test how entrepreneurial self-efficacy (ESE) as a mediation factor, entrepreneurial orientation (EO), entrepreneurial management (EM), and job performance (JP) among agricultural personnel interact. The cross-sectional research presented herein, can provide some essential insights regarding the connection between the aforementioned constructs. In sum, the results of the present study indicated that two main antecedents specified in the conceptual framework of study (i.e. entrepreneurial orientation (EO) and entrepreneurial management (EM)) and entrepreneurial self-efficacy (ESE) as a mediation factor significantly influenced the dependent variable of job performance (JP) among agricultural personnel. Also, entrepreneurial self-efficacy (ESE) fully mediated the effects of entrepreneurial orientation (EO) and entrepreneurial management (EM) antecedents on job performance (JP) among agricultural personnel.
The mediation model provided evidence that organizational entrepreneurial orientation (EO) (i.e. organizational behavior patterns that reflect the organization’s commitment to entrepreneurial intensity) and organizational entrepreneurial management (EM) antecedents have significant scores on agricultural personnel job performance because they perceive the level of their entrepreneurial skills as desirable toward their work environment. Therefore, it can be recommended that, because of entrepreneurial self efficacy is seen as the strength of personnel beliefs concerning their capabilities of successfully performing the various roles and tasks of entrepreneurship (Chen, et al., 1998), there should be an internal organizational ecosystem that motivate and increase agricultural personnel’s entrepreneurial self-efficacy beliefs to provide an explanation for why some personnel act intrapreneurially, and others, in the same objective organizational context, do not, that it is not because these personnel lack necessary skills but because they do not belief in their ability to perform intrapreneurial tasks. Thus, identification and removal of such “self-doubts” are critical to enact entrepreneurial behavior (Chen et al., 1998) and consequently increase the personnel job performance. According to Gist (1987), favorable self-efficacy beliefs are readily teachable and that these amplified perceptions of self-efficacy persist over time. Therefore, it can be recommended that agricultural organizations managers should deliberately influence the elementary sources of entrepreneurial self-efficacy beliefs by, for example, structuring behavioral change programs- selfleadership or empowerment programs – in a way that initial objectives are easily attainable and executed successfully. This allows behavioral goals more easily accomplished, which in turn reinforces selfefficacy beliefs of agricultural personnel and pave the way for strategic human resource development (HRD) and consequently job performance among agricultural personnel. Moreover, our results highlighted that organizational entrepreneurial orientation (EO) predictor affected agricultural personnel entrepreneurial self efficacy (ESE) more than organizational entrepreneurial management (EM) predictor. In particular, we found that organizational entrepreneurial orientation (EO) had more effect on agricultural personnel job performance (JP) than organizational entrepreneurial management (EM). Overall, this study verified EO, EM, ESE and JP constructs as the research framework. Through a literature review, we examined causal relationships among these variables. The subjects of the study were agricultural personnel (n=80) of Karaj city agricultural jihad organization from Iran country. The study found that organizational EO and organizational EM both significantly correlated with agricultural personnel ESE. However, organizational EO perceptions (r=0.310, P<0.01) showed more correlation with agricultural personnel ESE than organizational EM perceptions (r=0.286, P<0.01). Also, three factors of EO, EM and ESE were significantly correlated with job performance among agricultural personnel, in which agricultural personnel ESE showed most correlation with their job performance than two other predictors of EO and EM. This finding is consistent with results of Judge and Bono (2001) and Stajkovic and Luthans (1998) that demonstrated a strong and positive relationship between personnel self-efficacy and their job performance. Also, in this study, organizational entrepreneurial orientation (EO) was correlated significantly with organizational entrepreneurial management (EM) (r=0.465, P<0.01) among agricultural personnel. In a rapidly changing environment encompassing organizations, personnel need to recognize the entrepreneurial opportunities through increasing their entrepreneurial capabilities and skills to ensure organizational sustainability in long term. In this study, agricultural personnel perceptions of entrepreneurial self efficacy were significantly correlated with their job performance (r=0.745, P<0.01). Moreover, based on the results of structural equation modeling procedure, agricultural personnel entrepreneurial self efficacy perceptions had a strong effect on their job
performance (JP) (0.87, p < 0.01). Different organizations need to improve their personnel perceptions of entrepreneurial self efficacy, because personnel attitudes and behaviors affect organizational performance and effectiveness. Therefore, given the findings of this study on interactive relationships among organizational entrepreneurial orientation , management and personnel entrepreneurial self efficacy beliefs and consequently their job performance, there would seems to be no reason to encourage the development of an internal and dynamic organizational ecosystem to integrate these mentioned factors in one system. Moreover, in this study we found that agricultural personnel perceptions of their organizational entrepreneurial orientation had more effect on both their entrepreneurial self efficacy and job performance than their organizational entrepreneurial management. Therefore, given that personnel with a higher sense of self-efficacy persist longer in the face of obstacles and more challenging goals, there should be an empowering organizational management increasing agricultural personnel self efficacy beliefs psychologically and practically. Also, managers must reward and support their personnel for the work that they do ( increase their job satisfaction) because this perceived support allows for more work and performance in the organization .Future research on entrepreneurial self efficacy perceptions in organizational settings should examine the factors that contribute to positive assessments of entrepreneurial self efficacy beliefs (such as psychological empowerment) .In particular, emphasis should be given to identifying those factors that can be manipulated by the organization to help analyzing different outcomes of entrepreneurial self efficacy beliefs among personnel.