Predicting Job Performance in the Nonprofit Sector: The Role of Self-Efficacy and Type D Personality Traits in Greek...

Job performance (JP) in non-governmental organizations (NGOs) is shaped by both facilitating and inhibiting psychological factors. While self-efficacy (SE) enhances motivation and task execution, Type D personality, characterized by negative affectivity (NA) and social inhibition (SI), has been associated with poor work outcomes. However, limited research has examined these variables in nonprofit environments. This study aimed to explore the predictive role of SE and Type D personality on in-role and extra-role job performance among NGO employees in Greece.

This study examines whether SE and Type D personality traits (NA and SI) predict in-role and extra-role job performance among employees working in Greek NGOs.

A cross-sectional study was conducted between January and March 2025 among 175 NGO employees using convenience sampling. Participants completed the Job Performance Scale (JPS), the Type D Personality Questionnaire (DS14), and the General Self-Efficacy Scale (GSE). Data were analyzed using non-parametric tests and multivariate linear regression.

Multiple regression analyses revealed that SE consistently emerged as a positive predictor of JP, enhancing both in-role (β = 0.350, p < 0.01) and extra-role performance (β = 0.342, p < 0.01). In contrast, the Type D personality trait of SI was a negative predictor of extra-role (β = -0.158, p < 0.05) and overall JP (β = -0.450, p < 0.01), while NA was not significant. Being married was associated with lower in-role (β = -0.768, p < 0.05) and overall JP (β = -0.203, p < 0.01), and male gender predicted higher extra-role performance (β = 1.319, p < 0.05). The models explained 27.9% of the variance in in-role JP, 21.5% in extra-role JP, and 29.3% in overall JP.

SE and SI emerged as key psychological predictors of performance in the NGO workplace. Interventions that strengthen SE and reduce SI, such as cognitive-behavioral training, peer mentoring, and psychologically safe work climates, may enhance employee effectiveness. These findings are especially relevant for Greek NGOs operating under economic and organizational constraints. Future longitudinal and mixed-methods studies are recommended to explore causal pathways and inform workforce development strategies in mission-driven sectors.