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Running head: The Effects of Self-Efficacy 1 The Effects of Self-Efficacy Zaineb Alsalman Wayne State University
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THE EFFECTS OF SELF-EFFICACY 2 Problem Statement In the workplace, there are several organizational behavioral problems that occur. One common behavioral problem is self-efficacy. The success of an organization is dependent on its ability to manage its workers performance and productivity. Tackling goals in the workplace becomes increasingly difficult when a person’s motivation and performance task is dependent on their perceived effectiveness. This is known as self-efficacy or as defined by Albert Bandura, “the beliefs in one’s capabilities to organize and execute courses of actions required to produce given attainments.” (1977) Self-efficacy determines how a person behaves, feels, thinks, and is motivated A strong sense of self-efficacy enhances person’s accomplishment well-being. Those assured in their capabilities view difficult tasks as challenges that must be mastered. Rather, those who are less assured avoid challenges; viewing them as a threat. These people tend to have low aspirations and have a difficult time committing to goals. Self-efficacy reflects confidence in the ability to exert control over one’s own motivation, behavior, and social environment. It affects an employee’s performance and burn out. To improve behavior and performance, one must increase their self-efficacy. To achieve this, a person must go through four principal components: performance attainments from mastery experiences, vicarious experiences, verbal persuasion and physiological states. If executed properly, a worker’s self-efficacy can increase along with their capabilities in the work field. This will have a lasting impact on the performance of employees and increase of overall productivity of a team. Reasons for the Problem Quality of Performance Feedback
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THE EFFECTS OF SELF-EFFICACY 3 One reason for low self-efficacy in the workplace is the quality of performance feedback. An employee can benefit from the feedback they receive from a manager. This is important because formulating efficacy perceptions that interact with goal setting enhances performance and motivation. (Bandura & Cervone, 1983). If the feedback is accurate, timely and specific, an employee can understand the “cause-and-effect relationship involved in performing the task and can work to fix any errors or mistakes.” (Ashford, 2004). Feedback represents the “active monitoring and inquiry of information concerning job performance.” (Ashford, 2004). Monitoring involves observing the environment through either written documents, public performance or reports and the behavior to obtain information about one’s job performance. Also, employees seek feedback through monitoring and inquiry to facilitate achievement of goals important to them, to discern the relative importance of multiple goals within work settings, and to evaluate their own competence. (Ashford, 2004). It has been found that there a substantial lack of effort and a performance anytime negative feedback is given. Individuals become less
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  • Fall '15
  • Killion
  • Management, Self-efficacy, Geraghty

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