Evaluating the Role of Multidimensional Self-Concept in Driving Job Performance among Junior Executives in Malaysia

PurposeThis conceptual paper develops a framework that links multidimensional self-concept with job performance among junior executives. It focuses on three selected dimensions of self-concept, namely self-satisfaction, self-physical and self-social, and explains how these dimensions may shape workplace behaviour and employee performance. Design/methodology/approach The paper adopts a conceptual and exploratory approach. It draws on content analysis of relevant literature on self-concept, core self-evaluation, job performance and organisational behaviour. The reviewed literature is synthesised to develop a proposed conceptual framework and a set of propositions for future empirical investigation. Conceptual contribution The paper argues that self-concept should not be treated as a single general construct. Instead, self-satisfaction, self-physical and self-social may influence job performance through different psychological and behavioural mechanisms, including confidence, motivation, professional self-presentation, communication and interpersonal adjustment. Originality/valueThis paper contributes to organisational behaviour literature by proposing a multidimensional framework of self-concept and job performance with specific attention to junior executives. It also offers a foundation for future empirical research in Malaysian and other organisational contexts.