Self-management training for improving job performance: A field experimentinvolving salespeople

In a control-group field experiment using a reversal design, 30 insurance s alespeople were randomly assigned to an experimental group that received se lf-management training. A multivariate analysis of variance and subsequent repeated-measures analyses of variance revealed that, compared with a contr ol condition (n = 30), training in self-management skills significantly imp roved job performance as assessed through both objective and subjective mea sures. Performance improvement continued with time, and increases were sust ained across a 12-month period posttraining. Subsequent training of the con trol group produced similar increases in self-efficacy, outcome expectancie s, and job performance. Potential mediating effects of self-efficacy and ou tcome expectancies on the self-management-performance relationship were exp lored and partially supported.