Efficacy-Performance Spirals: An Empirical Test

Shea, Christine M.; Howell, Jane M.

doi:10.1177/014920630002600409

Cited by 79 publications

(81 citation statements)

References 26 publications

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“…The results of this study are also consistent with those that Parker et al (2006), Parker and Collins (2010), Locke and Latham (1990), and Shea and Howell (2000) obtained. Their results showed that job performance had a significant and positive correlation with self-efficacy.…”

Section: Discussionsupporting

confidence: 93%

The contributions of self-efficacy and perceived organisational support when taking charge at work

Onyishi

Ogbodo

2012

SA j ind psychol

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Orientation: Taking charge as an extra role in the workplace is necessary for the survival of modern firms. Therefore, understanding the personal and organisational factors when one takes charge is critical for organisations.Research purpose: The aim of the study was to investigate the contributions of self-efficacy and perceived organisational support when taking charge at work.Motivation for the study: Although many previous studies have examined the antecedents of taking charge in North American business environments, we know little about taking charge in the developing economies of Africa. Research about taking charge will provide valuable information for managers of businesses in developing countries in Africa.Research design, approach and method: This study used a cross-sectional survey design to examine the contributions of self-efficacy and perceived organisational support to taking charge at work amongst 201 bank workers in Nsukka, Southeast Nigeria.Main findings: Regression analysis results showed that self-efficacy had a significant relationship with taking charge at work. The results also showed a statistically significant relationship between perceived organisational support and taking charge at work.Practical/managerial implications: The implications of the results are that interventions that focus on improving self-efficacy will contribute to the behaviours of employees who take charge. In addition, organisations that develop strategies to make employees perceive the organisation as supportive will also have members that engage in more supervisory behaviours.Contribution/value-add: This study was one of the first attempts to investigate taking charge at work in a developing economy of Africa. The results of the study, that self-efficacy and perceived organisational support have relationships with taking charge at work, will contribute to a better understanding of the concept and to building robust theories.How to cite this article: Onyishi, I.E., & Ogbodo, E. (2012). The contributions of self-efficacy and perceived organisational support when taking charge at work. SA Journal of Industrial Psychology/SA Tydskrif vir Bedryfsielkunde, 38(1), Art. #979, 11 pages. http:// dx.doi.org./10.4102/sajip.v38i1.979

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Section: Discussionsupporting

confidence: 93%

The contributions of self-efficacy and perceived organisational support when taking charge at work

Onyishi

Ogbodo

2012

SA j ind psychol

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“…In control theory (Carver & Scheier, 2001;Powers, 1973), the discrepancy reduction tendency is emphasized, meaning that individuals regulate their invested effort (e.g., proactive career behaviours) to maintain a desired state (e.g., a career goal, current career track). Consistent with this prediction, several past studies have shown on an intraindividual level that higher self-efficacy is associated with decreases in task effort (e.g., Vancouver, Thompson, Tischner, & Putka, 2002;Vancouver, Thompson, & Williams, 2001), resource allocation (Beck & Schmidt, 2015), and performance levels (Shea & Howell, 2000;Vancouver et al, 2002), whereas lower self-efficacy motivates increased effort, resource allocations, and performance. Consequently, people with higher levels of control may decrease their effort in working towards eliminating goal-state discrepancies, due to their anticipation of less needed resources to reach their goals.…”

mentioning

confidence: 57%

How do career adaptability and proactive career behaviours interrelate over time? An inter‐ and intraindividual investigation

Spurk

Volmer

Orth

et al. 2019

J Occupat & Organ Psyc

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Using and extending career construction theory (CCT), this study disentangled parallel and attenuating relationships between career adaptability and proactive career behaviours on both the interindividual and intraindividual levels. Using a large heterogeneous sample of working adults, univariate and bivariate latent growth curve analyses were conducted (three measurement points, 9‐month time span). On the one hand, career adaptability and proactive career behaviours showed positive relations of initial interindividual levels. Furthermore, intraindividual changes in career adaptability and proactive career behaviours were positively related, pointing towards a parallel development. On the other hand, as predicted, the initial level of career adaptability was negatively related to the slope of developmental trajectories of proactive career behaviours. In other words, because the average growth rate for proactive career behaviours was negative, this means that individuals with higher initial career adaptability showed stronger decreases in proactive career behaviours. Finally, only the intraindividual developments of career adaptability, but not of proactive career behaviours, positively predicted higher levels of career satisfaction. These findings point towards diverse developmental relationships between career adaptability and proactive career behaviours. Results are discussed against the background of CCT and successful career development. Practitioner Points Organizational and individual career management should account for diverse interdependencies of career adaptability and proactive career behaviour developments. Career counselling that fosters career adaptability goes along with proactive career behaviour enhancement, and vice versa, within the same clients. Higher levels of initial career adaptability accelerate the decrease in proactive career behaviours within the same persons. Career adaptability should be increased within clients and employees because this increase predicts higher levels of career satisfaction.

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“…For example, Price and Allen (1990) suggested that processes of social norm change can be expected to take years to unfold. In contrast, a study of the mutually reinforcing relationships between perceived efficacy and performance assessed four trials in a period of 2 hours (Shea & Howell, 2000). Clearly, the longitudinal design must fit the phenomenon under study.…”

Section: A Reinforcing Spirals Approach To Understanding Media Use Anmentioning

confidence: 99%

Reinforcing Spirals: The Mutual Influence of Media Selectivity and Media Effects and Their Impact on Individual Behavior and Social Identity

2007

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On peut s'attendre à ce que les conséquences, sur l'attitude et le comportement, de l'usage des médias influencent la sélection du contenu médiatique et l'attention portée à celui-ci. Ce processus peut être conceptualisé à l'image de spirales qui se renforcent mutuellement, telles les chaînes de rétroaction positive dans la théorie générale des systèmes. Cette perspective des spirales se renforçant met en évidence le besoin de modélisation longitudinale de l'influence réciproque de la sélection médiatique et des processus d'effets; d'étude de l'impact de tels processus dans le développement de l'identité des jeunes et des adolescents; et d'analyse des facteurs sociaux et psychologiques qui contrôlent, freinent ou, finalement, annulent l'influence de telles spirales. Cette perspective pourrait aussi, d'un point de vue plus théorique, être étendue de façon à aborder le maintien de l'identité sociale pour des groupes politiques, religieux ou liés par un style de vie. La pertinence d'un modèle de spirales se renforçant pour les théories telles la spirale du silence, la fonction d'agenda, le cadrage, la cultivation, l'attention sélective et les usages et la gratification est également discutée. Es ist anzunehmen, dass einstellungs-oder verhaltensbezogene Folgen von Mediennutzung wiederum einen Einfluss auf die Selektion und Aufmerksamkeit auf bestimmte Medieninhalte haben können. Dieser Prozess kann als eine sich wechselseitig verstärkende Spirale beschrieben werden, ähnlich positiver Feedback-Schleifen in der allgemeinen Systemtheorie. Diese Perspektive sich verstärkender Spiralen betont die Notwendigkeit, Längsschnittmodellierungen von sich gegenseitig beeinflussenden Medienselektions-und Medienwirkungsprozessen aufzustellen; den Einfluss dieser Prozesse im Rahmen von kindlicher und jugendlicher Identitätsentwicklung zu untersuchen und zu eruieren, welche sozialen und psychologischen Faktoren den Einfluss dieser Spiralen kontrollieren, herabsetzen oder sogar auslöschen können. Diese Perspektive kann auch dahingehend erweitert werden, die Aufrechterhaltung sozialer Identität von politischen, religiösen oder Lebensstil-Gruppen zu untersuchen.Abschließend wird die Relevanz dieses Spiralmodels für die Theorie der Schweigespirale, die Agenda-Setting-These, Framing, Kultivierung, selektive Wahrnehmung sowie Uses-and-Gratifications diskutiert. ResumenLos resultados actitudinales ó de comportamiento del uso de los medios puede esperarse que influya en la selección y atención al contenido de los medios. Este proceso puede ser conceptualizado en términos de espirales que se refuerzan mutuamente, semejantes al feedback positivo en la teoría general de sistemas. Esta perspectiva de espirales reforzados subraya la necesidad de un modelo longitudinal de influencia mutua en la selección de los medios y los procesos de efecto; el estudio del impacto de esos procesos en el desarrollo de la identidad de los jóvenes y adolescentes; y el análisis de los factores sociales y sicológicos que controlan, reducen, ó eventualmente extinguen e...

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Efficacy-Performance Spirals: An Empirical Test

Cited by 79 publications

References 26 publications

The contributions of self-efficacy and perceived organisational support when taking charge at work

The contributions of self-efficacy and perceived organisational support when taking charge at work

How do career adaptability and proactive career behaviours interrelate over time? An inter‐ and intraindividual investigation

Reinforcing Spirals: The Mutual Influence of Media Selectivity and Media Effects and Their Impact on Individual Behavior and Social Identity

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