SEMINAR SIX

8/7/2019 SEMINAR SIX

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SEMINAR SIX (6)SELF-EFFICACY


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Surens Angels


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Surens Angels


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Movie Clipping


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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.

Purpose and Objectives


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Introduction


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Introduction

(Mahatma Gandhi)


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Self - Efficacy

Self Efficacy can de defined as apersons belief in his/her capability to

successfully perform a task


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Albert Bandura (1986)Introduction

the belief in ones capabilities toorganize and execute the sources of

action required to manageprospective situations.


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In most cultures :-

Esteem Needs, Status and

Work Motivation1

2


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The Need for Esteem

Maslow (1954)

a need or desire for self respector self esteem and for the esteem

of others

desire for strength,achievement, adequacy,

mastery and competence

desire for reputation or prestige,status, fame and glory,

dominance, recognition, attention,importance, dignity or

appreciation.


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The Need for Esteem

profound psychological need.

low self esteem, experience self- doubt, anxiety,self-contempt and ultimately depression.

Efficacy :- In a general sense, the ability to deal

effectively with the rigors of life.

Worth :- the conviction that one is morally good

Locke, Mc Clear and Knight(1996)


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The Need for Esteem

Branden (1969)

the sum of ones confidence and self-respect.


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Facets of Self-Esteem at WorkPierce, Gardner, Cummings and Dunham

(1989)


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Organization Based Self-Esteem

(OBSE)

Pierce et al stated that the determinants of

OBSE include :-

Managerial respect.

Organizational structure

Job complexity.


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Organization Based Self-Esteem

(OBSE)Some of the factors influenced by OBSE

Global self-esteem

Job performance

Intrinsic motivation

Organizational commitment General satisfaction


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Implications for Managers

Managers should therefore ensure that

employees are :-

Respected.

Given meaningful tasks.

Recognized as an integral part of theorganization despite job status.


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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.


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Korman (1970, 1976)

a persons 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.


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Dooley and Prause (1995)

Self-esteem was closely related to jobsatisfaction. This study involved 11,000

American high school graduates between

1980 and 1987.


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Self-Esteem vs Self-Efficacy

Self esteem refers to ones overall self-evaluation

Self efficacy can be described as a personsbelief about his/her capability to successfullyaccomplish a specific task.

Self-efficacy is a concept from Albert

Banduras(1986) Social Cognitive Theory(SCT).


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Self-Esteem, Self-Efficacy, Job-

Performance and SatisfactionBrockner (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.


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Performance and SatisfactionAshford and Cummings (1983) :

They further stated that:- employees who have concerns with self-esteem and

status may not seek feedback on their performance normay they act on any given feedback.


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Performance and SatisfactionNorthcraft and Ashford (1990)

low self-esteem avoided feedback on theirpersonal task performance, although notnecessarily about their performance in

comparison to other people.


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Performance and SatisfactionSanna (1992) Self-efficacy may also affect :-

Social facilitation

Social loafing

Lawrence J. Sanna (1992)


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Our View on Self-Esteem


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Albert Bandura was born on December 04,1925 in Alberta, Canada

Social CognitiveTh

eory

The Social Cognitive Theory (SCT) has its rootsin Miller and Dollard, Social Learning Theory

(SLT) (1941)


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In 1986, Bandura officially launched the SCTwith his book Social Foundations of Thoughtand Action: A Social Cognitive Theory

Social CognitiveTh

eory


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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 ofpersonal factors, behavior and theenvironment or triadic reciprocal causation.( Bandura,1986)


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Social Cognitive Theory


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Social Cognitive TheoryBandura stated that the SCT is based on a

concept called reciprocal determinism

Personality is made up of a combination of theenvironment, behavior and psychologicalprocesses.

Reciprocal interaction does not imply that that

all sources of influence are of equal strength orthat they occur simultaneously.


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Social Cognitive TheoryBandura gave the example of watching television todemonstrate the interaction among the person, his/herbehavior and the environment. He stated that -

Therefore all three factors, viewer preferences, viewingbehavior and televised offerings reciprocally affect eachother.

Personalpreferences

The televisedenvironment

Viewingbehavior


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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 selfregulation.

Self regulation can be described as an internal

control mechanism that guides thoughts,feelings and actions towards ones goals.


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Social Cognitive TheoryZimmerman (1998) stated that goals are

involved across the different phases of self-

regulation:-

Forethought :- setting a goaland deciding on strategies

erformance control :-

emplo ing goal directed actionsand monitoring performance

Self-reflection:- evaluating onesgoal progress and adjustingstrategies to ensure success


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Social Cognitive TheoryThe Environment in Social CognitiveTheory

(Lerner, 1982)


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The Environment in Social CognitiveTheory

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.


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Social Cognitive TheoryDistinctively 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 basiccapabilities.

These include: Anticipationand

ForethoughtSymbolizing

Vicariouslearning

Self-regulatory

Self-reflective


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Social Cognitive TheoryAnticipation 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.


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Social Cognitive TheoryVicarious 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.


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Bandura further proposed that observational

learning is governed by four processes :-

Attention

span

Retention

processes

Behavioral

productionprocess

Motivational

Process


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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.


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Implications of Social CognitiveTheory for ManagersOrganizational environment influences employees

behavior and is also influenced by employeesbehavior.

Managers should therefore recognize that:-o The organizational environment both influences the

behavior of its employees and is influenced by itsemployees behavior.

o Organizational climate should promote favorable

behavior through equity, however there must be policiesand procedures to deal with errant behavior.

o Managers actions can improve performance by buildingself-efficacy.


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Our View on Social Cognitive Theory


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Social Cognitive Theory andWork Motivation

Wood & Bandura (1989)

There are three aspects of the SCT that are

directly relevant to understanding work

behaviour.

They are : -


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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 worktogether to achieve their desired outcomes, that

cannot be accomplished on their own.


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A soccer team with high self-efficacy willperform better than one with lowself-efficacy.



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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 ~


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Building Self- Efficacy

Most important Factor in Building Self EsteemMost important Factor in Building Self Esteem

Successful Past PerformanceSuccessful Past Performance

Provides the Strongest Information for Enhancing EfficacyProvides the Strongest Information for Enhancing EfficacyBeliefsBeliefs

Provides Direct Performance InformationProvides Direct Performance Information

Leads to the Formation of More Accurate EfficacyLeads to the Formation of More Accurate Efficacy

JudgmentsJudgments


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Building SelfBuilding Self--EfficacyEfficacy

ObservingOthers Perform and Be Reinforced by a Similar TaskObservingOthers Perform and Be Reinforced by a Similar Task

MODELINGMODELING

Behavioral ModelingBehavioral Modeling

Strategy DevelopmentStrategy DevelopmentVerbal PersuasionVerbal Persuasion

Gaining (Successful) Enactive MasteryGaining (Successful) Enactive MasteryIncrease in SelfIncrease in Self--efficacyefficacy


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Verbal EncouragementVerbal Encouragement

by:by:

Credible (trustworthy)OthersCredible (trustworthy)Others

ExpertiseOthersExpertiseOthers

(Diagram / flow chart)(Diagram / flow chart)


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Physical FatiguePhysical Fatigue

Vulnerability to Stress, Fear,Vulnerability to Stress, Fear,AnxietyAnxiety


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Implications of Self-Efficacyfor Managers

Acknowledge that self-efficacy affects theeffort of employees to perform particulartasks.

Self-efficacy could be assessed during jobinterviews.

Provide appropriate training to increase self-

efficacy of employees.


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Implications of Self-Efficacy for Managers

Implications of Self-Efficacyfor Managers

PerformanceSelf-efficacy

Enactive self-

mastery

Verbal Persuasion

Role Modelling

Staff ExperienceCoaching

Participation

Demonstration

Manager Actions

Inspiration

Rewards

Mentoring

a

a

a


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Surens AngelsView on Self-

Efficacy

We believe that this is anextremely importantcomponent of the SCT. Highself-efficacy can certainly lead

to higher performance andsuccess.

This can be seen in theclassroom and on the job.


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Self - RegulationKaroly (1993)

those processes internal and/or transactional

that enable an individual to guide his/her goal

directed activities over time and acrosschanging circumstances.


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Self-Regulation

Schunk & Zimmerman

self-regulation means that a person is

meta-cognitively, socially, motivationallyand behaviorally active in his/her ownproblem solving processes.


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; code and rehearse information to beremembered (invoking meta-cognitive skills),maintain a positive sense of self-efficacy,

establish a productive work environment, usesocial resources effectively and experience apositive anticipation about the potentialoutcomes of learning new behavior.

Self-Regulation


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Self-RegulationSelf-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).


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Self-Regulation and IntrinsicMotivation

(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.


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Self-Regulation ofOrganizationalBehavior/Training and Self-Efficacy

Step 1

Fr e t (1 )Self- e e t ec i e

Gist itc ell (1 2) :- 3i spects of Self-Effic c

Ts i As for (1 4) :-Self Re l tor Tec i es

Theor

Theor

Theor


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Self-Regulation of EmotionsGoleman,1995

The basic premise of emotional intelligence is that

success requires the effective awareness, control and

management of ones own emotions and those of other

people. It embraces two aspects of intelligence:-

1) Understanding oneself ones goals, intentions,responses and behavior.

2) Understanding others and their feelings


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Self-Regulation, Implicationsfor Managers

Managers must realize that :-

Goals enhance self-regulation throughtheir effects on motivation, learning,self-efficacy and self-evaluations of

progress (Schunk 1995).

Goals motivate employees to exert thenecessary effort necessary to meet

task demands and persist over time.

Goal attainment builds self-efficacyand leads people to select new,

challenging goals.


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Self-Regulation, Implications forManagers

To assist in the achievement of goals Managers should :-

Involve employees in the goal setting process and ensure

that they agree to goals that are challenging but attainable.

Sub-divide a long-term goal into proximal sub-goals andinform employees of the specific sub-goals that must beaccomplished to attain their long-term goals.

Provide verbal encouragement (You can do this) to assistin motivating them to accomplish their goals.

Provide progress feedback on tasks to build self-confidence and commitment.


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Our View on Self-Regulations

Surens AngelsView on Self-Regulations

We believe that self-regulationtheory has merit and relevance

to work motivation.

Its veryimportant to setting andachieving goals.


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Current State of the Field


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Social Cognitive Theory, Self Efficacy and Self Regulation

Researchhas shown that influences at any of these life cyclestages can influence ones self-concept, or ones self-

efficacy about the skills and abilities theyhave toperform and master career-related tasks (Bandura,

1997).

Current State of the Field


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Current State of the FieldSelf-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.


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Critique of Social CognitiveTheory


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Questions????

SEMINAR SIX

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