SELF-EFFICACY THEORY

 

SELF-EFFICACY THEORY

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Self-Efficacy Theory

Albert Bandura (1925-Present), a psychology professor, developed the theory of self-efficacy to explore how a person perceives his own ability to accomplish a task within a given environment. Self-efficacy has a high impact on the individual’s motivation, perception, and performance capabilities. According to the Lunenburg (2011), organizational success is closely linked to self-efficacy levels in the workplace environment. The study noted that employees who displayed high self-efficacy showed improved levels of organizational commitment and job involvement than those perceived to have reduced self-efficacy levels.

The theory of self-efficacy has been applied in different managerial situations to measure the level of an employee’s commitment to his task or career. The idea that self-efficacy influences the individual’s feelings, thoughts, and behavior provides an efficient framework for employees to identify the areas that require further development (Lunenburg, 5, 2011). elements like work performance, level of vicarious experience, past performance, verbal persuasion, and emotional cues may likely influence perceptions of self-efficacy among employees. Understanding self-efficacy can help managers and employees to identify the various opportunities and to address challenges regarding job performance and expectations in the workplace.

Having an understanding of the idea of self-efficacy can help to enhance certain managerial decisions, including recruitment and selection, promotion, and compensation. Businesses are required to hire candidates with great levels of self-efficacy to ensure increased employee engagement and motivation. This is because people with high personal confidence are able to be motivated to engage in behaviors that will help to improve work performance, and the general productivity of the firm. Therefore, businesses are encouraged to administer a measure of self-efficacy during the hiring or promotion process in order to evaluate the suitability of candidates for the given position.

Considering employee levels of self-efficacy can also help in the selection of candidates for training and employee development programs. This is important particularly when working on a limited budget because it helps the supervisors to identify individuals who can learn more about the training, and in return use that knowledge to improve their job performance. However, this argument may prove discriminatory since such a move may deny training opportunities to other individuals perceived to have low levels of self-esteem. With its effects on the level of effort and persistence when learning complex tasks, self-efficacy can influence the learning outcomes and overall employee involvement.

Trial and error approach represent another effective way for HR managers to help employees improve their levels of self-efficacy. Giving employees the opportunities to try things on their own can offer greater flexibility for them to perform a task differently in various settings. Such an opportunity not only helps to boost employee engagement, but also enhances a sense of ownership of the project.

Furthermore, understanding self-efficacy can help the management to align human resources towards meeting the set organizational goals and objectives. For instance, employees with great levels of self-efficacy can be encouraged to pursue higher performance goals through innovation. This can positively affect the employees’ job performance based on how it boosts the individual’s self-esteem regarding their role in the organization (Lunenburg, 3, 2011). Business organizations can boost self-efficacy in the workplace setting by creating learning opportunities for employees to model their behavior. Social interactions within the workplace can also provide valuable ways to improve employee counseling and workplace mentoring to encourage positive behavior and learning.

 

References

Lunenburg, F.C., 2011. ‘SELF-EFFICACY IN THE WORKPLACE: IMPLICATIONS FOR

MOTIVATION AND PERFORMANCE’. International Journal of Management,

Business and Administration, Vol.14 no. 1, pp. 1-6.