Structural Impacts on Formation of Self-Efficacy and Its Performance Effects
Journal article, Peer reviewed
Published version
Permanent lenke
http://hdl.handle.net/11250/2600235Utgivelsesdato
2019Metadata
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- Articles (SOL) [143]
- Publikasjoner fra CRIStin (NHH) [249]
Originalversjon
10.3390/su11030860Sammendrag
The role of organizational structure as an important contextual variable has long been
recognized in affecting a host of employee attitudes and behaviors, but there is a dearth of theoretical
and empirical research that examines the ways in which organizational structure influences the
occurrence of self-efficacy and its performance effects. This study addresses this gap by exploring
how the two core structural components—formalization and centralization—separately and jointly
affect employee self-efficacy and how they interact with self-efficacy to influence employee task
performance. The study further examines the extent to which structure weaves its influence on
individual performance through perceptions of self-efficacy. Data from 120 Pakistani public sector
employees were analyzed using partial least squares structural equation modelling (PLS-SEM) and
polynomial regression to assess the hypothesized relationships. The empirical analysis shows that
formalization is positively associated with self-efficacy while centralization has a negative association,
and such an improvement/attenuation in self-efficacy is partly transformed into performance
improvements. The findings further reveal that self-efficacy and performance relationship is
diminished under conditions of high formalization and high centralization. We discuss implications
for theory and practice and delineate directions for future research