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Boosting Empowerment by Developing Self‐efficacy
Author(s) -
Heslin Peter A.
Publication year - 1999
Publication title -
asia pacific journal of human resources
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.825
H-Index - 33
eISSN - 1744-7941
pISSN - 1038-4111
DOI - 10.1177/103841119903700105
Subject(s) - coaching , social cognitive theory , empowerment , self efficacy , psychology , order (exchange) , knowledge management , boosting (machine learning) , cognition , public relations , business , applied psychology , social psychology , computer science , political science , finance , machine learning , neuroscience , law , psychotherapist
Countless articles have urged managers to empower their staff, yet, few provide concrete suggestions about how to prepare staff for a more challenging role. Social cognitive theory (Bandura, 1986, 1997) has identified the three main sources of self‐efficacy, which is a person's belief that they can proficiently achieve their objectives. Based upon recent research, this paper proposes a model of practical actions that managers can undertake in order to boost the performance of their staff by raising their self‐efficacy. These actions are coaching, participation, demonstration, mentoring, stimulation and providing rewards. In order to assist managers to develop their skill at applying these initiatives in a manner that will boost staff self‐efficacy, a corresponding behavioural self‐assessment is provided.