Self-efficacy
In psychology, self-efficacy is an individual's belief in their capacity to act in the ways necessary to reach specific goals. The concept was originally proposed by the psychologist Albert Bandura in 1977.
Self-efficacy affects every area of human endeavor. By determining the beliefs a person holds regarding their power to affect situations, self-efficacy strongly influences both the power a person actually has to face challenges competently and the choices a person is most likely to make. These effects are particularly apparent, and compelling, with regard to investment behaviors such as in health, education, and agriculture.
A strong sense of self-efficacy promotes human accomplishment and personal well-being. A person with high self-efficacy views challenges as things that are supposed to be mastered rather than threats to avoid. These people are able to recover from failure faster and are more likely to attribute failure to a lack of effort. They approach threatening situations with the belief that they can control them. These things have been linked to lower levels of stress and a lower vulnerability to depression.
In contrast, people with a low sense of self-efficacy view difficult tasks as personal threats and are more likely to avoid these tasks as these individuals lack the confidence in their own skills and abilities. Difficult tasks lead them to look at the skills they lack rather than the ones they have, and they are therefore not motivated to set, pursue, and achieve their goals as they believe that they will fall short of success. It is easy for them to give up and to lose faith in their own abilities after a failure, resulting in a longer recovery process from these setbacks and delays. Low self-efficacy can be linked to higher levels of stress and depression.
Theoretical Approaches
Social Cognitive Theory
Psychologist Albert Bandura has defined self-efficacy as one's belief in one's ability to succeed in specific situations or accomplish a task. One's sense of self-efficacy can play a major role in how one approaches goals, tasks, and challenges. The theory of self-efficacy lies at the center of Bandura's social cognitive theory, which emphasizes the role of observational learning and social experience in the development of personality. The main concept in social cognitive theory is that an individual's actions and reactions, including social behaviors and cognitive processes, in almost every situation are influenced by the actions that individual has observed in others. Because self-efficacy is developed from external experiences and self-perception and is influential in determining the outcome of many events, it is an important aspect of social cognitive theory. Self-efficacy represents the personal perception of external social factors. According to Bandura's theory, people with high self-efficacy—that is, those who believe they can perform well—are more likely to view difficult tasks as something to be mastered rather than something to be avoided. A person's perception of their efficaciousness can influence their behavior and determine whether or not they try to complete a task, how often they try at these tasks, how much time and effort they put into these tasks. Furthermore, perceptions can influence a person's feelings and can either encourage or discourage one's behavior and affect self-efficacy.Social Learning Theory
Social learning theory describes the acquisition of skills that are developed exclusively or primarily within a social group. Social learning depends on how individuals either succeed or fail at dynamic interactions within groups, and promotes the development of individual emotional and practical skills as well as accurate perception of self and acceptance of others. According to this theory, people learn from one another through observation, imitation, and modeling. Self-efficacy reflects an individual's understanding of what skills they can offer in a group setting.Self-Concept Theory
Self-concept theory seeks to explain how people perceive and interpret their own existence from clues they receive from external sources, focusing on how these impressions are organized and how they are active throughout life. Successes and failures are closely related to the ways in which people have learned to view themselves and their relationships with others. This theory describes self-concept as learned ; organized ; and dynamic.Attribution Theory
Attribution theory focuses on how people attribute events and how those beliefs interact with self-perception. Attribution theory defines three major elements of cause:- Locus is the location of the perceived cause. If the locus is internal, feelings of self-esteem and self-efficacy will be enhanced by success and diminished by failure.
- Stability describes whether the cause is perceived as static or dynamic over time. It is closely related to expectations and goals, in that when people attribute their failures to stable factors such as the difficulty of a task, they will expect to fail in that task in the future.
- Controllability describes whether a person feels actively in control of the cause. Failing at a task one thinks one cannot control can lead to feelings of humiliation, shame, and anger.
Mastery Experiences
Vicarious experiences of social models
Another source of self-efficacy is through vicarious experiences of social models. Seeing someone, who you view as similar to yourself, succeed at something difficult can motivate you to believe that you have the skills necessary to achieve a similar goal. However, the inverse of the previous statement is true as well. Seeing someone fail at a task can lead to doubt in personal skills and abilities. "The greater the assumed similarity, the more persuasive are the models' successes and failures."Belief in success
A third source of self-efficacy is found through strengthening the belief that one has the ability to succeed. Those who are positively persuaded that they have the ability to complete a given task show a greater and more sustained effort to complete a task. It also lowers the effect of self-doubt in a person. However, those who are doing the encouraging, put the person in a situation where success is more often likely to be attained. If they are put in a situation prematurely with no hope of any success, it can undermine self-efficacy.Physiological and psychological states
A person's emotional and physiological state can also influence an individual's belief about their ability to perform in a given situation. When judging their own capabilities, people will often take in information from their body, how a person interprets that information impacts self-efficacy. For example, in activities that require physical strength, someone may take fatigue or pain as an indicator of inability or of effort.How it affects human function
Choices regarding behavior
People generally avoid tasks where self-efficacy is low, but undertake tasks where self-efficacy is high. When self-efficacy is significantly beyond actual ability, it leads to an overestimation of the ability to complete tasks. On the other hand, when self-efficacy is significantly lower than actual ability, it discourages growth and skill development. Research shows that the optimum level of self-efficacy is slightly above ability; in this situation, people are most encouraged to tackle challenging tasks and gain experience. Self-efficacy is made of dimensions like magnitude, strength, and generality to explain how one believes they will perform on a specific task.Motivation
High self-efficacy can affect motivation in both positive and negative ways. In general, people with high self-efficacy are more likely to make efforts to complete a task, and to persist longer in those efforts, than those with low self-efficacy. The stronger the self-efficacy or mastery expectations, the more active the efforts.A negative effect of low self-efficacy is that it can lead to a state of learned helplessness. Learned helplessness was studied by Martin Seligman in an experiment in which shocks were applied to animals. Through the experiment, it was discovered that the animals placed in a cage where they could escape shocks by moving to a different part of the cage did not attempt to move if they had formerly been placed in a cage in which escape from the shocks was not possible. Low self-efficacy can lead to this state in which it is believed that no amount of effort will make a difference in the success of the task at hand.
Work performance
Self-efficacy theory has been embraced by management scholars and practitioners because of its applicability in the workplace. Overall, self-efficacy is positively and strongly related to work-related performance as measured by the weighted average correlation across 114 selected studies. The strength of the relationship, though, is moderated by both task complexity and environmental context. For more complex tasks, the relationships between self-efficacy and work performance is weaker than for easier work-related tasks. In actual work environments, which are characterized by performance constraints, ambiguous demands, deficient performance feedback, and other complicating factors, the relationship appears weaker than in controlled laboratory settings. The implications of this research is that managers should provide accurate descriptions of tasks and provide clear and concise instructions. Moreover, they should provide the necessary supporting elements, including training employees in developing their self-efficacy in addition to task-related skills, for employees to be successful. It has also been suggested that managers should factor in self-efficacy when trying to decide candidates for developmental or training programs. It has been found that those who are high in self-efficacy learn more which leads to higher job performance.According to one study, the study presents a new questionnaire called Work Agentic Capabilities that measures the four agentic capabilities in the organizational context: forethought, self-regulation, self-reflection, and vicarious capability. The WAC questionnaire was validated through exploratory and confirmatory factor analyses, and it was found to be positively correlated with psychological capital, positive job attitudes, proactive organizational behaviors, perceived job performance, and promotion prospects. The study concludes that the WAC questionnaire can reliably measure agentic capabilities and can be useful in understanding the sociodemographic and organizational differences in mean values of agentic capabilities.