Trust in organization as a moderator of the relationship between self‐efficacy and workplace outcomes: A social cognitive theory‐based examination

Abstract

Drawing on a social cognitive theory perspective, we contend that an employee's trust in oneself, or self-efficacy, will interact with the individual's trust in the system, or trust in organization, to predict job attitudes and behaviours. Specifically, we expected that selfefficacy would have stronger effects on job attitudes (job satisfaction and turnover intentions) and behaviours (task performance and organizational citizenship behaviours) to the degree to which employees perceive high levels of trust in organization. Using data collected from 300 employees and their respective supervisors at a manufacturing organization in Turkey across three waves, we found that self-efficacy had more positive effects on job satisfaction, task performance, and citizenship behaviours when trust in organization was high. Interestingly, self-efficacy had a positive effect on turnover intentions when trust in organization was low, indicating that high trust in organization buffered the effects of self-efficacy on intentions to leave. The results suggest that the motivational value of trust in oneself is stronger to the degree to which employees also have high trust in the system, whereas low trust in system neutralizes the motivational benefits of self-efficacy. Practitioner pointsPracticing managers should not only invest in increasing self-efficacy of their employees, but also invest in building trust to improve employees' attitudes, behaviours, and performance. This is because when employee trust in organization is high, employee self-efficacy has greater potential to have a positive influence over job satisfaction, task performance, and organizational citizenship behaviours. Self-efficacy may actually increase an employee's desire to leave the organization when organizational conditions are unfavourable, such as in the case of low trust in the organization. Practicing managers should be aware that employees who have high levels of confidence may be at higher risk of turnover when they are unhappy with the organization.

Measuring the level of community desire to use GWJ application in office activities

“…Performance expectancy is a variable that can be referred to as the ability to obtain significant benefits after using a system (Ozyilmaz et al, 2018), Performance expectancy is UTAUT construct intended to measure the level of a person's belief that by using a system that can help one in achieving his job performance (Venkatesh et al, 2003). Expectation of performance is defined as an individual's understanding of the benefits of using innovation on the advantages of using technology innovation that produces better (Zhou et al, 2010).…”

“…According to Brown et al (2016) performance expectations is the extent to which the use of mobile payments benefits customers and leads to profit performance. According to Ozyilmaz et al (2018) performance expectancy level is a person's believes that the use of the system will help to gain and improve profitability in the work. Meanwhile, according to Rahi et al (2018) performance expectancy is defined as the extent to which the user's perception of superior performance with the use of internet banking on his duties is, and believe it will help to achieve the benefits in fulfilling user's banking operations.…”

Perception of trust levels in organizations based upon opinions of Polish and Ukrainian employees- results of a pilot study

“…Research also proves that there exists a relationship between the level of trust and effectiveness. Employees who are satisfied with their work manifest a high level of trust (Ozyilmaz et al, 2018).…”

Different types of efficacy – what best predicts behavior?

“…goal setting, task strategies employed) and outcomes such as task performance. 7,41−43 In line with the Social Cognitive theory perspective, Ozyilmaz et al 44 contended that an employees' trust in themselves or selfefficacy, should interact with individuals' trust in the system, or trust in organization, to predict job attitudes and behaviors. Their results confirmed these claims.…”