Self-Efficacy Theory: The Feelings Of Self Motisfaction And Motivation In The Workplace

An inadequately motivated employee can be very costly to the organization. Where the quality and quantity of work produced by the employee is just enough not to be fired. Job satisfaction and commitment is lacking and the employee is not motivated to work. This performance can drastically affect the bottom line of the organization whether it be financial gain or otherwise. With the changing nature of work, organizations today tend to be much flatter and slimmer than they were 20 years ago (McGreevy Malcolm, 2003). To manage and adapt to the changes the organization must have committed employees to be able to not only cope but to excel and succeed.

Motivation is a critical role of management mainly because a manager’s job is to get work done through other people. Therefore a manager needs to understand that each employee has different vales and beliefs and as such different things will motivate them. That being said there are certain aspects of the job that a manager can improve to increase employee satisfaction and commitment, which are linked to the level of which an employee is motivated to work. The purpose of this paper is

This experience of competence in the execution of tasks is what is seen to provoke feelings of self efficacy (Cooney, Richard 2003). The more competent you believe you are either from enactive mastery (gaining relevant experience with the task), vicarious modeling (you see someone with whom you identify with doing the task), verbal persuasion (someone convinces you that you are capable) or arousal (getting psyched up about the task) the more you are likely to succeed and the more self-efficacy can be enhanced. To truly utilize the theory of self-efficacy a high level of self-monitoring is required to ensure that goals are being achieved. This leads to further demotivation through the use of improper feedback