Promoting Role Breadth Self-Efficacy Through Involvement, Work Redesign and Training

Dados Bibliográficos

ID9889484
AutoresCarolyn Axtell (0000-0002-4125-6534, University of Sheffield, autor correspondente), Carolyn M Axtell (University of Sheffield), K Parker (0000-0002-0978-1873, Australian Graduate School of Management of the University of New South Wales, Sydney, Australia), Sharon K Parker
Ano2003
Volume56
Fascículo1
Páginas113-131
Data de publicação2003-01-01
Peer ReviewedSim
Open AccessSim
TipoARTICLE
PeriódicoHuman Relations (JOURNAL)
Identificadores do periódicoISSN: 0018-7267 • E-ISSN: 1741-282X
EditoraSAGE Publications (PUBLISHER • US)
DOI10.1177/0018726703056001452
OpenAlexW2136321532
IdiomaEN
Citações recebidas25
Referências citadas29

This article examines the influence of organizational practices on role breadth self-efficacy (RBSE); a person’s confidence in performing proactive, interpersonal tasks that go beyond traditional boundaries. A longitudinal study showed that increased task control, membership of an active improvement group, and breadth of training were associated with increased RBSE. Providing a stronger basis for causal inference, membership of active improvement groups at Time 1 also had a positive lagged effect on later RBSE. These findings support the proposition that RBSE can be enhanced via organizational intervention. The study also showed that, after controlling for greater involvement, job enlargement had a negative lagged effect on RBSE. This suggests the potential detrimental consequences of enlarging jobs without also expanding employees’ autonomy and influence

Autonomy · Control (management · Interpersonal communication · Interpersonal relationship · Intervention (counseling · Management · Proposition · Self-efficacy · Task (project management · Gender Diversity and Inequality · Job Satisfaction and Organizational Behavior · Psychology · Social Psychology · Work-Family Balance Challenges