Individual Motivation Concepts and Self-Efficacy - Essay Example

? Self-Efficacy The theory of self-efficacy is a social cognitive concept that was developed by Albert Bandura and published in 1986. The theory focuses on people’s beliefs, abilities and their attitudes as the major contributions to their motivation. These aspects influence how people judge their capabilities in the workplace thereby leading to failure or success in execution of a task. For individuals to remain vibrant and encouraged they must be contented with their undertakings at the work place as well as develop the confidence that they can be able to execute any task in the workplace (Bandura, 1986). The management in the organization have a great role in enhancing self-efficacy for progressive productivity. The basis of individual performance, motivation, and satisfaction for any employee is self-efficacy Self-efficacy motivational theory works with the belief that employees feel more motivated when they have believe that they can. The self-assertion by an individual that a particular task can be done effectively and efficiently raises the morale of an employee and arouses their desire to engage with the job at hand more confidently (Cherian and Jacob, 2013). In an employment setup, that encourages individuals to belief in themselves, and whenever a mistake arises, they are guided in such a way that their learning is encouraged. Such people feel confident and are very swift to rectify the mistake without feeling condemned. In contrary, where an individual faces condemnation for a mistake done, they feel guilty and this kills their desire to attempt something new another time. Such people live in fear and always feel threatened. Motivated individuals are creative and innovative. Self-efficacy inculcates a sense of self-system that provides a leeway for an individual to express themselves in all manner of ways. Despite the mistakes made in some instances, the individual will result in developing creative ideas that will be beneficial to the organisation in the end. Innovativeness is very vital in enhancement of the already existing product. An employee in an organisation that restricts them and disregards their input feels unmotivated develops a negative attitude towards the management. Some of the brilliant ideas by such individuals are lost without utilisation therefore making the individual develop an equal measure of negative energy that results in demoting the organisation. Different individuals have different degrees of self-efficacy while discharging different tasks. A new driver on the road is less confident on the road most of the times compared to an experienced one. Having the right person for the right job is very significant in ensuring professionalism, in contrary individuals who question their abilities in delivery of a particular task ends up not delivering (Lunenburg, 2011). An employee who has a background of what they are doing and tends to enjoy it end up surpassing targets since they are highly confident of their capability. In hiring employees, the human resource team should be capable of analysing these aspects to ensure the individuals that are picked can effectively deliver the organization’s expectations and possibly add more value. Motivated individuals can confidently confront any challenge placed before them. In fact, they perceive challenges as opportunities to grow as they learn in a world of dynamism. Such confidence is a result of self-efficacy. This great driver keeps the workforce engaged in developmental ideas for self and the organisation. Such individuals will be seen to thrive in their homes, as well as other organisations will be competing to learn the secrets behind the success of their organisations by trying to benchmark and attempting to poach their workforce. Work-phobic Individuals seem to have low self-drive and their environment is a key player in this situation. They are less confident facing new tasks demonstrating lack of self-efficacy (Leon-Perez et al., 2011). The management can cultivate motivation in a work place. Introduction of new, complicated and unfamiliar tasks to new employees may demonstrate their incapacity thereby making them perceive themselves as failures. Such a belief can cause dramatic deterioration of the employee’s capability and confidence resulting into unsatisfactory results. Employee’s self-efficacy in challenging tasks plays a key role in determining the confidence in which they confront the task, they may not necessarily be at a position of executing the task, but they will efficiently consult and deliver results (Lunenburg, 2011).. In contrary, low self-efficacy that may lead to absconding of duty and lateness. Therefore, the management should reserve the less difficult and demanding work to the less experience, while the employees with experience can take up challenging assignments. According to Bandura, vicarious experiences also a source of employee motivation (1986). When an individual finds other employees making mistakes and being accepted and encouraged, their desire to explore possibilities is enhanced. They develop a belief that if the other party was given an opportunity to express their deficiencies, they too can have a platform to express their mistakes without fear that they may be shouted down. This psychological effect affects many employees ensuring they wholesomely engage in the development of the organization. It is also true for individuals in an organization to shun from new responsibilities when they have discovered their colleague shouted down or disapproved for an act done not to the expectation of the relevant authority. At a workplace, the management should be capable of giving hope and positivity to their junior while the organisation should constantly ensure all employees are psyched up and inculcated with a spirit of ‘it can be done’ for delivery of results and have constantly motivated employees. The Pygmalion effect comes into play here. This is a psychological self-fulfilling prophesy in which an individual is persuaded to believe something is true hence making it the truth. The leadership in an organisation can utilise this strategy to motivate the work force by fostering a strong persuasion that the job at hand can be done despite the magnitude of its difficult. Contrary to this effect are workplaces where the leadership of the organisation is dormant and pays no particular attention to persuade the workforce and encourage them to perform any given task (Lunenburg, 2011). Certain emotional effects create either success or failure in a workplace. An earnest expectation of failure has profound consequences on an individual. Working on something that seems too difficult, too demanding or predisposes one to failure creates a psychological effect resulting into nervousness, increased pulse rate, and sweating of palms among other effects (Lunenburg, 2011). In the end, such circumstances contribute to underperformance especially if the individual continues to be exposed to the same environment. Self-confidence and self-esteem can overcome all these emotional woes resulting into a motivated individual. To overcome this source of self-efficacy it is important that the leadership of the organisation adopt verbal persuasion to strengthen the individual’s self-confidence. When employees are required to accomplish certain goals, they work in advance to ensure they have not failed. An organisation with a good working plan will encourage its employees since they will put a lot of effort to reach on the set targets. Individuals will go an extra mile to seek information from many sources, in and out of the organization. This facilitates achievement of the set goals as well as boosting the confidence of the employees. In contrast to such an organized group, an organization without targets rarely develops its workforce while experiencing massive redundancy. Lack of proper planning makes it difficult for individuals to make choices since the work to be done is not defined. Individuals waste their time and assignments appear in impromptu hence they are unable to do a thorough job because of limitations of time and the extensive pressure involved (Cherian and Jacob, 2013). Self-efficacy is a key ingredient to career retention. People continue working for the same organisation because of several reasons, chief among these is self-efficacy. An individual will prefer to continue working for an organisation not because the salary is good but the appreciation of their self-worth as well as the respect and mutual understanding is enough motivation (Ballout, 2009). A work environment that takes care of the psychological needs of the workforce is attractive and meant to demonstrate very good performance. Alternatively, good salaries in harsh and a dormant environment where performance is not rewarded and the people are not psychologically stimulated to work, minimal development is exhibited as the workers keeps on changing jobs in expectation to get a job that gives them fulfilment. Such is only available in an environment that encourages its employees. The ability to transact business operations as well as the ability to confront and solve disputes is enhanced by the employee’s self-efficacy (Leon-Perez et al., 2011). Motivated individuals will not shy to confront situations as they arise despite some being of reasonable difficulty and relationship threatening. They will be free to admit mistakes and are swift to clear the air on accusations made against them, without engaging in rumour mongering. In real terms, they confront issues as they come without piling them up. Operations are also enhanced since there is enhanced lateral as well as vertical communication within the organisation, consultations are encouraged. Lack of such motivation creates disputes, backbiting and complex office politics. In addition, achievement of the required objectives and goals becomes a nightmare, as individuals will use a lot of energy in solving disputes instead of engaging in constructive work. In conclusion, the best way to ensure a committed, hardworking, result oriented and united workforce is by adopting self-efficacy as the perfect strategy. Research has massively demonstrated that taking care of the psychological needs of individuals is the best way to having healthy employees who love their work. Self-efficacy is clearly a theory of choice since it beats odds to suggest a method that only saves on the cost of running the organisation but also has immediate results. References Ballout, H. I. (2009). Career Commitment and Career Success: Moderating Role of Self-Efficacy. Career Development International, 14(7), 655-670. doi:http://dx.doi.org/10.1108/13620430911005708 Bandura, A. (1986). Social Foundations of Thought and Action: A Social Cognitive Theory. Englewood Cliffs, NJ: Prentice-Hall. Cherian, J. & Jacob, J. (2013). Impact of Self Efficacy on Motivation and Performance Of Employees. International Journal of Business and Management, 8(14), 80-88. Retrieved from http://search.proquest.com/docview/1428318341?accountid=45049 Leon-Perez, J., Medina, F. J., & Munduate, L. (2011). Effects of Self-Efficacy on Objective and Subjective Outcomes in Transactions and Disputes. International Journal of Conflict Management, 22(2), 170-189. doi:http://dx.doi.org/10.1108/10444061111126693 Lunenburg, F. (2011). Self-Efficacy in the Workplace: Implications for Motivation and Performance. International Journal of Management, Business and administration. Retrieved from http://www.nationalforum.com/Electronic%20Journal%20Volumes/Lunenburg,%20Fred%20C.%20Self-Efficacy%20in%20the%20Workplace%20IJMBA%20V14%20N1%202011.pdf Read More