Discussion Forum 5
Have you ever noticed how those who are confident about their ability tend to succeed, while those who are preoccupied with failing tend to fail? Self-efficacy is a person’s belief about his or her chances of successfully accomplishing a specific task. Helpful nudges in the right direction from parents, role models, and mentors are central to the development of high self-efficacy. Researchers have documented a strong linkage between high self-efficacy expectations and success in widely varied physical and mental tasks. Conversely, those with low self-efficacy expectations tend to have low success rates.
Be sure you have examined the information on self-efficacy theory in chapter 7 of Robbins (pages 220 to 221) (See attached) as well as the recommended readings and videos on self-efficacy and self-esteem.
In Discussion Forum 5, share your views on the following questions.
- What are the implications of self-efficacy for managers? As a manager, how would you enhance an employee’s self-efficacy in order to improve job performance?
- Watch video:
- (2011, October 20). Self-Efficacy, Albert Bandura [Video].
- This is a powerful video, used by several organizations to underscore the importance of self-efficacy.
Discussion Forum 5
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Discussion Forum 5
The Implications of Self-Efficacy for Managers
The global economy in recent times is set in a manner that companies are presented with both threats and opportunities in equal measures. To survive the market conditions, organizations must be competitive because governments are no longer willing to support struggling organizations (Locke & Latham, 2002). It is an individual`s perception of their capacity to accomplish a task. Albert bandura clarified that self-efficacy is the perception of someone`s capacity to influence personal materials (Consiglio et al., 2016).
Organizational managers use self-efficacy to describe individuals’ beliefs and their ability to complete a task successfully. Tax-oriented self-confidence has been linked directly to employee learning, motivation, engagement, and performance (Locke & Latham, 2002). Managers should keep engaging employees in accessing knowledge about other responsibilities that are common to their duties at the company. It may be achieved as a way of work expansion or by improving the capacity and series of duties performed on a daily routine (Alnoor et al., 2020).
Managers should also ensure that expectations and goals are reasonable and properly communicated (Locke & Latham, 2002). There is a need for every member of the team to fully know what their duties are and how they relate to the work of their teammates. Employees should be asked by their managers to play an active role in identifying the major cause of their poor performance to guide the development of an action plan for improvement (Consiglio et al., 2016).
Employees report increased assuredness whenever their manager strive to improve their performance and assurance. As managers instill confidence and accomplishment of performance goals, their subjects also gain the same conviction. In no time, the entire organization will be more confident, productive, and engaged in its activities. In other words, employee’s self-efficacy will continue to improve, as well.
References
Alnoor, A. M., Al‐Abrrow, H., Abdullah, H., & Abbas, S. (2020). The impact of self‐efficacy on employees’ ability to accept new technology in an Iraqi university. Global Business and Organizational Excellence, 39(2), 41-50.
Consiglio, C., Borgogni, L., Di Tecco, C., & Schaufeli, W. B. (2016). What makes employees engaged with their work? The role of self-efficacy and employee’s perceptions of social context over time. Career development international.
Locke, E. A., & Latham, G. P. (2002). Building a practically useful theory of goal setting and task motivation: A 35-year odyssey. American psychologist, 57(9), 705.