Self-management training for improving job performance: A field experiment involving salespeople.

Colette A. Frayne, J. Michael Geringer·2000·Journal of Applied Psychology
DOI 10.1037//0021-9010.85.3.361

Abstract

In a control-group field experiment using a reversal design, 30 insurance salespeople were randomly assigned to an experimental group that received self-management training. A multivariate analysis of variance and subsequent repeated-measures analyses of variance revealed that, compared with a control condition (n = 30), training in self-management skills significantly improved job performance as assessed through both objective and subjective measures. Performance improvement continued with time, and increases were sustained across a 12-month period posttraining. Subsequent training of the control group produced similar increases in self-efficacy, outcome expectancies, and job performance. Potential mediating effects of self-efficacy and outcome expectancies on the self-management-performance relationship were explored and partially supported.

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CoChat. (2026). Citation check: Self-management training for improving job performance: A field experiment involving salespeople. https://app.cochat.ai/papers/10.1037//0021-9010.85.3.361
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Frayne, C. A., & Geringer, J. M. (2000). Self-management training for improving job performance: A field experiment involving salespeople. Journal of Applied Psychology. https://doi.org/10.1037//0021-9010.85.3.361

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