Contributions of self and organisational efficacy expectations to commitment

Employee Relations - 2008
Markvan Vuuren1, Menno D.T.de Jong1, Erwin R.Seydel1
1Institute for Behavioural Research, University of Twente, Enschede, The Netherlands

Tóm tắt

PurposeThe purpose of the paper is to investigate the main and combined effects of self‐efficacy and organisational efficacy on three dimensions of organisational commitment. A fourfold typology of employees is proposed and tested.Design/methodology/approachA questionnaire was sent to employees of a chemical plant. Data were analyzed using dichotomisation and moderated multiple regression.FindingsBoth organisational efficacy and, to a lesser extent, self‐efficacy contribute to affective, normative and continuance commitment. The results concerning the fourfold typology are promising when reviewing the median split technique, but a hierarchical multiple regression test of interaction between self‐efficacy and organisational efficacy does not fulfil this promise.Research limitations/implicationsAs the self‐efficacy hypotheses especially did not meet expectations, the authors suggest another way of assessing self‐efficacy in organisational contexts.Practical implicationsThe results stress the contribution of organisational efficacy perceptions to commitment, leading to new opportunities for managing commitment. The role of feedback about organisational successes and failures appears to be crucial.Originality/valueThis attempt to build a typology by considering the efficacy expectations of employees regarding both themselves and their organisation opens up a route to further individualisation of employees and their relations to work.

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