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Self-Efficacy & Self-Monitoring in Organizational Behavior

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  • 0:06 Self-Efficacy
  • 0:42 How It Affects Learning
  • 1:45 Sources of Self-Efficacy
  • 4:18 Self-Monitoring
  • 5:11 Lesson Summary
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Lesson Transcript
Instructor: Jennifer Lombardo
There are many personality characteristics of employees that occur within organizations, which determine their level of success. Self-efficacy and self-monitoring are two traits that can aid companies into developing productive employees.

Self-Efficacy

Companies have to have a clear understanding of employee personality traits in order to motivate, challenge and train them to be productive. The ability to have faith in your own abilities is a valuable trait to have in an organization. Rodney Rico was recently hired to a mid-level management position at Messy Chocolates. Although he only had minor management experience, he had a high level of self-efficacy, which made him determined to succeed at this new job. Self-efficacy is the self-confidence in one's ability to accomplish and succeed in organizational tasks.

How It Affects Learning

Self -efficacy does play a major part in how employees learn and interact. For example, employees who have high self-efficacy set lofty goals and usually stay motivated to achieve them. Rodney made a promise to himself to reach upper management by the time he hit 30 years of age. His goal keeps him motivated to achieve at Messy Chocolates. Self-efficacy also affects an employee's work ethic. For instance, Rodney has impressed his subordinates, coworkers and superiors with his quick learning and job dedication. He rarely leaves work before seven p.m. and has mastered all of the new skill sets needed for his job.

As a comparison, Zach, who was also recently hired, barely spends six hours a day on the job. He does not work hard at learning his new job and would be defined as having low self-efficacy. Zach does not believe that hard work and his abilities will pay off with success. In other words, he lacks self-confidence.

Sources of Self-Efficacy

Bandura and Locke (2003) are two researchers who concluded that self-efficacy is a factor in organizations identifying employees who will excel in their job. The researchers also identified key sources of self-efficacy, including past performance, vicarious experience, verbal persuasion and emotional cues.

For example, employees at Messy Chocolates generally have high self-efficacy if they have a track record of previous successes or past performances at work. Management can increase employees' chances of developing self-efficacy by offering them good training, mentorship opportunities and challenges. Rodney knew he would be able to step into a middle management position because he had no trouble mastering entry-level management in his previous job. In fact, he helped middle- and upper-level managers with special projects that gave him the confidence to apply for a more challenging job at Messy Chocolates.

Another source of self-efficacy is vicarious experience, which means that employees are inspired and motivated by watching other coworkers succeed. Rodney has already been labeled a star at Messy Chocolates because he has been emulating other successful managers. He is inspired by seasoned middle managers and has been copying their work successes.

Verbal persuasion is the third source of self-efficacy. This is where employees are told that they have the skills and talent to complete tasks. Rodney is surrounded by excellent mentors and workers who build up his self-confidence by telling him that he can achieve any of his tasks and goals. This type of mentorship is essential in organizations to breed self-confidence.

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