SEMINAR SIX (6)

SELF-EFFICACY
Suren’s Angels
Suren’s Angels
Movie Clipping
 Road Map To Presentation

Introduction to Self-
Efficacy
Self-Esteem
Self – Efficacy

Social Cognitive Theory

Self Efficacy & Group Work

Self Regulation

Current State of the Field

Critique of Social Cognitive

Theory
 Purpose and Objectives
At the end of this Seminar Presentation participants will be able to
 To explain the concepts Self-Efficacy, Self-Esteem etc
 Relate what is learnt at this seminar to real life experiences
 Understand the basic tenets of the Social Cognitive Theory (SCT)
 Understand the relationship among Self Efficacy & Group Work & Self
Regulation
 Have a fair idea the Current State of the Field
 And critique of the Social Cognitive.
Introduction
Introduction

(Mahatma Gandhi)
Self - Efficacy

Self Efficacy can de defined as a

person’s belief in his/her capability to
successfully perform a task
Introduction
 Albert Bandura (1986)

“the belief in one’s capabilities to

organize and execute the sources of
action required to manage
prospective situations.”
 Esteem Needs, Status and
Work Motivation
In most cultures :-
1

2
The Need for Esteem
 Maslow (1954)
The Need for Esteem
Locke, Mc Clear and Knight(1996)
The Need for Esteem
Branden (1969)
“the sum of one’s confidence and self-respect.”
Facets of Self-Esteem at Work
Pierce, Gardner, Cummings and Dunham
(1989)
Organization Based Self-Esteem
(OBSE)

Pierce et al stated that the determinants of

OBSE include :-

 Managerial respect.
 Organizational structure
 Job complexity.
Organization Based Self-Esteem
(OBSE)
Some of the factors influenced by OBSE
 Global self-esteem
 Job performance
 Intrinsic motivation
 Organizational commitment
 General satisfaction
Implications for Managers
Managers should therefore ensure that
employees are :-
 Respected.
 Given meaningful tasks.
 Recognized as an integral part of the
organization despite job status.
Theorist
Brockner (1988)

1) Employees come to work with their “various levels of

self-esteem, which in turn influence how they feel and
behave on the job”.
2) As a consequence of the significant importance of
esteem needs, a lot of what people do and feel on the
job is in some way related to their desire to satisfy that
need. Such behaviors include developing work skills,
seeking promotion and advancement.
Korman (1970, 1976)
 a person’s level of self-esteem greatly influences
the career path and jobs that he/she will seek.
 People with high self-esteem will aspire to
optimize their careers and job positions, they
believe that they would be successful in their
careers.
Dooley and Prause (1995)

Self-esteem was closely related to job

satisfaction. This study involved 11,000
American high school graduates between
1980 and 1987.
Self-Esteem vs Self-Efficacy
 Self esteem refers to one’s overall self-
evaluation
 Self efficacy can be described as a person’s
belief about his/her capability to successfully
accomplish a specific task.
 Self-efficacy is a concept from Albert
Bandura’s(1986) Social Cognitive Theory
(SCT).
Self-Esteem, Self-Efficacy, Job-
Performance and Satisfaction
Brockner (1998)

There is no evidence to show that high self esteem has a

relationship with job performance, when performance is
viewed in terms of “productivity.”
Self-Esteem, Self-Efficacy, Job-
Performance and Satisfaction
Ashford and Cummings (1983) :

They further stated that:-

 employees who have concerns with self-esteem and
status may not seek feedback on their performance nor
may they act on any given feedback.
Self-Esteem, Self-Efficacy, Job-
Performance and Satisfaction
Northcraft and Ashford (1990)

“low self-esteem avoided feedback on their

personal task performance, although not
necessarily about their performance in
comparison to other people.”
Self-Esteem, Self-Efficacy, Job-
Performance and Satisfaction
Sanna (1992) Self-efficacy may also affect :-
 Social facilitation
 Social loafing

Lawrence J. Sanna (1992)

Our View on Self-Esteem
Social Cognitive Theory
 Albert Bandura was born on December 04,
1925 in Alberta, Canada

The Social Cognitive Theory (SCT) has its roots

in Miller and Dollard, Social Learning Theory
(SLT) (1941)
Social Cognitive Theory
 In 1986, Bandura officially launched the SCT
with his book “Social Foundations of Thought
and Action: A Social Cognitive Theory
Social Cognitive Theory
 SCT is a learning theory that describes how
behaviors are learned.
 SCT defines human behavior as a “triadic,
dynamic and reciprocal interaction of
personal factors, behavior and the
environment or triadic reciprocal
causation.” ( Bandura,1986)
Social Cognitive Theory
 Social Cognitive Theory
Bandura stated that the SCT is based on a
concept called “reciprocal determinism”
 Personality is made up of a combination of the

environment, behavior and psychological

processes.”
 Reciprocal interaction does not imply that that

all sources of influence are of equal strength or

that they occur simultaneously.
Social Cognitive Theory
Bandura gave the example of “watching television” to
demonstrate the interaction among the person, his/her
behavior and the environment. He stated that -

Therefore all three factors, viewer preferences, viewing

behavior and televised offerings reciprocally affect each
other.
Social Cognitive Theory
 The Social Factor:- SCT places a lot of
focus on social experiences.
 SCT also places a lot of focus vicarious
learning or learning by observation and self
regulation.
 Self regulation can be described as an internal
control mechanism that guides thoughts,
feelings and actions towards one’s goals.
Social Cognitive Theory
Zimmerman (1998) stated that goals are
involved across the different phases of self-
regulation:-
Social Cognitive Theory
The Environment in Social Cognitive
Theory
 (Lerner, 1982)
 Social Cognitive Theory
The Environment in Social Cognitive
Theory
The environment does not influence behavior in
a mechanical direct manner.
Instead, because of the “bi-directionality of
influence between behavior and environmental
circumstances, people are both products and
producers of the environment.
Social Cognitive Theory
Distinctively Human Capabilities
In support of the concept of “reciprocal
determinism”, in which both personal and
environmental factors influence behavior,

Bandura (1986) stated that individuals are

characterized in terms of a number of basic
capabilities.
These include:
 Social Cognitive Theory
Anticipation and forethought capability :-
The SCT states that individuals consider the
likely consequences of their actions before
performing them.

Symbolizing capability :- The SCT maintains

that most external influences affect behavior
through cognitive processes.
Social Cognitive Theory
Vicarious learning capability :- Vicarious
learning refers to learning by observation. This
is a basic tenet of the SCT as opposed to the
traditional behavioral theories that have
emphasized learning by direct experience.
Social Cognitive Theory
Bandura further proposed that observational
learning is governed by four processes :-
Social Cognitive Theory
 Self-regulatory capability :-
“ I am going to do it!”
 Self-reflective capability :-

Introspection is a capability that allows

individuals to analyze their experiences,
thoughts and motives.
Implications of Social Cognitive
Theory for Managers
Organizational environment influences employees’
behavior and is also influenced by employees
behavior.
Managers should therefore recognize that:-
o The organizational environment both influences the
behavior of its employees and is influenced by its
employees’ behavior.
o Organizational climate should promote favorable behavior
through equity, however there must be policies and
procedures to deal with errant behavior.
o Managers’ actions can improve performance by building
self-efficacy.
Our View on Social Cognitive Theory
Social Cognitive Theory and
Work Motivation
Wood & Bandura (1989)
There are three aspects of the SCT that are
directly relevant to understanding work
behaviour.
They are : -
Social Cognitive Theory and
Work Motivation
Alden, 1986
Self-efficacy and Group Work
The concept of self efficacy does not only refer
to individuals, but is also applicable in group
and team work. Groups and teams work
together to achieve their desired outcomes, that
cannot be accomplished on their own.
Self-efficacy and Group Work
 A soccer team with high self-efficacy will
perform better than one with low self-efficacy
.
Self-efficacy and Group Work
Bandura,1993 stated that beliefs of collective
efficacy predict level of group performance. The
stronger the beliefs people hold about their
collective capabilities, the more they achieve.

"Self-confidence is the first requisite to great undertakings."

~ Samuel Johnson ~
Building Self- Efficacy

Most important Factor in Building Self Esteem

Successful Past Performance

Provides the Strongest Information for Enhancing Efficacy

Beliefs

Provides Direct Performance Information

Leads to the Formation of More Accurate Efficacy

Judgments
Building Self-Efficacy

Observing Others Perform and Be Reinforced by a Similar Task

MODELING

Behavioral Modeling
Strategy Development
Verbal Persuasion
Gaining (Successful) Enactive Mastery
Increase in Self-efficacy
Building Self- Efficacy

Verbal Encouragement

by:

Credible (trustworthy) Others

Expertise Others

(Diagram / flow chart)

Building Self- Efficacy

Physical Fatigue

Vulnerability to Stress, Fear,

Anxiety
Implications of Self-Efficacy
for Managers
 Acknowledge that self-efficacy affects the
effort of employees to perform particular
tasks.
 Self-efficacy could be assessed during job
interviews.
 Provide appropriate training to increase self-
efficacy of employees.
Implications of Self-Efficacy
for Managers
Implications of Self-Efficacy for Managers

Manager Actions


Coaching Staff Experience

Participation Enactive self-

mastery


Demonstration
Role Modelling Self-efficacy Performance
Mentoring

Verbal Persuasion


Inspiration

Rewards
Self - Regulation
Karoly (1993)

“those processes internal and/or transactional

that enable an individual to guide his/her goal
directed activities over time and across
changing circumstances.”
Self-Regulation
Self-Regulation
 ; code and rehearse information to be
remembered (invoking meta-cognitive skills),
maintain a positive sense of self-efficacy,
establish a productive work environment, use
social resources effectively and experience a
positive anticipation about the potential
outcomes of learning new behavior.”
Self-Regulation
Self-Regulation
Self-regulation is a human capability that has
several sub-functions:-
 Goal setting

 Self-observation and monitoring

 Performance judgment and evaluation

 Self-reaction (self-satisfaction, self-worth,

distress).
 Self-Regulation and Intrinsic
Motivation
(Deci & Ryan 1985)
Individuals are said to be intrinsically motivated
if when they participate in an activity for its own sake.
Individuals will be intrinsically motivated to participate
in an activity if they :-
 Believe they have some control over it.

 Feel a sense of relatedness to it.

 Feel good about themselves while engaging in it.

Self-Regulation of Organizational
Behavior/Training and Self-Efficacy

Theory
• Tsui and Ashford (1994) :-Self
– Regulatory Techniques

Theory
• Gist and Mitchell (1992) :- 3
main aspects of Self-Efficacy
Step 1
Theory
• Frayne and Latham (1987)
Self-Management Technique
 Self-Regulation of Emotions
Goleman,1995
The basic premise of emotional intelligence is that
success requires the effective awareness, control and
management of one’s own emotions and those of other
people. It embraces two aspects of intelligence:-

1) Understanding oneself one’s goals, intentions,

responses and behavior.
2) Understanding others and their feelings
Self-Regulation, Implications
for Managers
Self-Regulation, Implications for
Managers
Our View on Self-Regulations
Current State of the Field
Current State of the Field
Social Cognitive Theory, Self Efficacy and Self Regulation

Research has shown that influences at any of these life cycle

stages can influence one’s self-concept, or one’s “self-
efficacy” about the skills and abilities they have to
perform and master career-related tasks (Bandura,
1997).
Current State of the Field
Self-efficacy beliefs have been found to be related to
:-
● Clinical problems such as phobias
● Addiction
● Depression
● Assertiveness
● Stress in a variety of contexts.
● Smoking behavior
● Pain control
● Athletic performance.
Critique of Social Cognitive
Theory
Critique of Theory
 Not easy to implement theory in everyday
life due to complexity.
 People’s behavior are consistent and
changes in environ do not affect behavior
 Theory ignores emotions and genetic and
biological issues.
THE END
Questions????