Remote Work Interruptions: The Role of Self-Efficacy on Job Performance

Purpose: This study examines how work and non-work interruptions influence job performance, with particular attention to the moderating role of self-efficacy among remote public-sector employees in Ghana. Design/Methodology/Approach: A quantitative, cross-sectional survey design was employed. Data were collected using a five-point Likert scale questionnaire from 501 remote government employees purposively and conveniently over a six-month period. All constructs were measured using multi-item scales adapted from established instruments in the literature but were slightly modified to fit the remote public-sector context in Ghana while preserving conceptual integrity. The independent variable “interruptions” was dimensionalised into work and non-work interruptions and was measured with 4 items each. Self-efficacy, which is the moderating variable, was measured with 2 items. Lastly, our outcome variable, job performance, was measured with four items. Data were analysed using partial least squares structural equation modelling. Research Limitation: The cross-sectional design limits causal inference, and reliance on self-reported data may introduce common method bias. Findings: The results indicate that non-work interruptions have no significant direct effect on job performance, whereas work interruptions and self-efficacy positively and significantly enhance performance. Self-efficacy further moderates both relationships by buffering the effect of non-work interruptions and weakening the positive influence of work interruptions on performance. Practical Implication: Public-sector managers should invest in self-efficacy–building initiatives, such as digital skills training and mentoring, while implementing structured interruption-management practices to sustain productivity in remote work environments. Social Implication: Strengthening the psychological resources of employees can support more resilient public institutions and improve the sustainability of remote work policies in developing economies. Originality/Value: The study contributes to the application of social cognitive theory by examining self-efficacy as a conditional mechanism through which employees respond to different forms of workplace interruption.