The Importance of Role Efficacy and Self Efficacy in Organizations and its Relationship with HR Practices

Priyadarshini, R. Rani Geetha

doi:10.1177/0258042x0903400104

Cited by 4 publications

(5 citation statements)

References 10 publications

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“…Harvey and Kou (2011) supported this view and added that collective engagement in tasks can generate creativity. In a similar vein, Jain and Juneja (2011) also opined that role linkage causes innovation in connection with roles and Priyadarshini (2009) correlated it with organizational productivity resulting in heightened effectiveness.…”

Section: Role Linkage and Mementioning

confidence: 94%

Dimensions of role efficacy and managerial effectiveness: evidence from India

Bamel

Budhwar

Stokes

et al. 2017

JOEPP

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Purpose While a range of studies have been undertaken on role efficacy (RE) and managerial effectiveness (ME), understanding of the link between RE and ME in the extant literature remains underdeveloped and, in particular, there is a need to develop appreciation of the phenomenon in varying (national and cultural) contexts. The purpose of this paper is to advance the understanding of ME by considering the relationship between RE and ME in the Indian context. In tandem with this focus, the study considers the parallel underlying dynamic and influence of social cognitive frameworks and adaptive self-regulation mechanisms. Design/methodology/approach The study employs a quantitative methodology and follows a correlational design. A survey questionnaire was employed sequentially (the independent variable was measured at time 1 and the dependent variable was measure at time 2) in order to collect data from 294 Indian managers. Structural equation modeling was used to ascertain the validity of measures and multiple hierarchical regression analysis was conducted to test the study hypotheses. Findings The results of the study identify that RE dimensions, i.e. role making, role centering and role linkage were significantly and positively related to ME and these findings are particularly important in relation to the transforming cultures of Indian work and organizational environments. These findings advance the understanding of social cognitive theory and adaptive self-regulation processes in relation to RE and ME. Practical implications The empirical results of this study suggest that RE-related components may be used as means to boost employee effectiveness. Originality/value The study identifies a significant role for RE in relation to beneficial outcomes for ME. These findings contribute to the field of social cognitive mechanisms by establishing positive relationships in domain link efficacy, i.e. RE and ME.

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Section: Role Linkage and Mementioning

confidence: 94%

Dimensions of role efficacy and managerial effectiveness: evidence from India

Bamel

Budhwar

Stokes

et al. 2017

JOEPP

View full text Add to dashboard Cite

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“…Any social context presents functional interdependence, and an individual's performance would be higher when he possesses efficacy perceptions to perform role-related tasks and to complete tasks independently, which does not explain complex interdependent capabilities. It is thus pertinent to note that efficacy perceptions to perform a role in a teamoriented context are preconceived that encourage effective behavior toward the same (Beauchamp et al, 2002;Hernaus et al, 2022) Self-efficacy is the confidence and belief one carries about success while engaging in a goal-oriented behavior or action (Priyadarshini, 2009;Bandura and Locke, 2003). It is the self-belief and confidence to initiate and successfully engage in goal-oriented tasks at specific performance levels.…”

Section: Self-efficacy Self-reflection and Self-regulationmentioning

confidence: 99%

“…Self-efficacy is the confidence and belief one carries about success while engaging in a goal-oriented behavior or action (Priyadarshini, 2009; Bandura and Locke, 2003). It is the self-belief and confidence to initiate and successfully engage in goal-oriented tasks at specific performance levels.…”

Section: Review Of Literature and Theoretical Rationalementioning

confidence: 99%

Does self and role efficacy navigate effectiveness among MSME managers? A process-based perspective

Priyaadarshini,

Jena

2024

JABS

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Purpose The paper aims to propose and validate a process-based model to enhance managerial effectiveness among micro, small and medium enterprises (MSMEs). It has been observed that business uncertainties and inadequate financial resources that MSME entrepreneurs and managers face require them to constantly engage in strong self-awareness and self-regulating behavior to enhance the efficacy in their roles and, henceforth, their role performance effectiveness. Design/methodology/approach The approach for data collection was based on the clustering of MSMEs belonging to the clusters machine tool, pump manufacturing, foundry, textile and auto-component clusters in India. The respondents to the study were MSME entrepreneurs and managers who oversee and manage multiple functions like operations, quality, marketing, sales, supply chain management, procurement, personnel and administration and general administration. Findings The self-efficacy of entrepreneurial managers of MSMEs is observed to play an integral role in enhancing the efficacy of their roles, thus highlighting the use of a process-based perspective while dealing with constant resource constraints and excessive dynamism in their business contexts. The ability to handle multiple tasks effectively and resilience to manage challenges enhances their role-making process, which is significant in achieving and sustaining goal-oriented behavior among MSME entrepreneurs and managers. Practical implications This paper would serve as an effective model for entrepreneurs and managers to enhance their efficacy in the individual and interdependent role context, which would help achieve their individual and organizational goals. The model emphasizes a process-based perspective that thrusts the need to relate to the organizational context, enhancing individual confidence for goal-related behavior and fulfilling their role-related expectations. Originality/value This paper presents a model of enhancing managerial effectiveness that discusses self-efficacy as antecedent behavior. Here, personal and environmental factors aid cognition to one’s capability to construct reality, self-regulate, encode information and engage in effective managerial action.

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“…Originating from the concept of self-efficacy in psychology (Bandura, 1977;Gist & Mitchell, 1992), job efficacy refers to domain-specific self-recognition concerning the ability to perform well in one's job (Eys & Carron, 2001;Priyadarshini, 2009;Jimmieson et al, 2010;Chen & Lin, 2014). Manifesting as a sense of competence in a work context, job efficacy is defined as one's confidence in their ability while performing their job (Sekaran, 1989).…”

Section: A Commitment To Service Quality and Job Efficacymentioning

confidence: 99%

“…It is a crucial factor to positively influence the relational contract in an employment exchange relationship within an organization (Chen & Lin, 2014). High job efficacy is a crucial predictor of the job performance and satisfaction of employees (Sekaran, 1989;Priyadarshini, 2009).…”

Section: A Commitment To Service Quality and Job Efficacymentioning

confidence: 99%

Antecedents and Consequence of Frontline Employees’ Commitment to Service Quality in Hotels : Proactivity, Organizational Learning Culture, Empowerment, and Job Efficacy

Lee¹

2018

Glob Bus Financ Rev

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Given the significant roles that they play in the customer services, the frontline employees' work attitudes and behavior patterns can largely influence the customer satisfaction and performance of service organizations. Adding to the growing research on work attitudes, this research aims at deepening our understanding about the frontline employees' commitment to service quality (CSQ). This study proposes and tests an integrative framework that not only analyzes the positive personal outcome of CSQ, but also predicts it at both individual and organizational level. Based on a survey of employees in the front offices of hotels in Korea, this research highlights the job efficacy, or the self-confidence in the capability to perform job effectively, as a crucial consequence of CSQ. Furthermore, the comparative analysis of predictors shows that proactive personality has a greater effect on the CSQ than others. Regarding the effect of organizational contexts, this study shows the positive, but varying, effects of the organizational learning culture and the psychological empowerment on the employees' CSQ.

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The Importance of Role Efficacy and Self Efficacy in Organizations and its Relationship with HR Practices

Cited by 4 publications

References 10 publications

Dimensions of role efficacy and managerial effectiveness: evidence from India

Dimensions of role efficacy and managerial effectiveness: evidence from India

Does self and role efficacy navigate effectiveness among MSME managers? A process-based perspective

Antecedents and Consequence of Frontline Employees’ Commitment to Service Quality in Hotels : Proactivity, Organizational Learning Culture, Empowerment, and Job Efficacy

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