A new occupational self-efficacy scale and its relation to personality constructs and organizational variables

By B. Schyns, G. von Collani. 2002

537 citations recorded by the source corpus.

Three studies on occupational self-efficacy are presented. In the first study, a scale of occupational self-efficacy is developed and set in relation to several personality constructs (general self-efficacy, self-esteem, internal control beliefs, and neuroticism). The correlations found are in the expected direction and of the expected size. In a second and third study, results on the relation to task demands, leader-member exchange (that is quality of exchange between a leader and his/her subordinates), job satisfaction, and to commitment (third study) are reported and were all found to be positive and significant. In addition, occupational selfefficacy can be shown to have some incremental validity in predicting job satisfaction beyond core self-evaluation constructs. In general, occupational selfefficacy can be recommended as a reliable, one-dimensional construct. Its relations to personality constructs and organizational variables show acceptable construct and criterion validity. Implications for practical use of the instrument are discussed.

Subfields: Education, Organizational Behavior and Human Resource Management, Safety Research

View Paper: https://www.semanticscholar.org/paper/082c96775039e793f69397ff49b2a5e6dd538a1d

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In Education

In Organizational Behavior and Human Resource Management

In Safety Research

Citations in the corpus

Greek Teachers’ Attitudes toward the Inclusion of Students with Special Educational Needs (2014, methodology): “This kind of scale was used in order to avoid stating neutral responses [55] and to provide a common comparison base of participants’ responses in the two different scales [53].”
Reciprocal Relationships between Leader-Member Exchange (LMX) and Job Satisfaction: A Cross-Lagged Analysis (2011, methodology): “Regarding the stability of job satisfaction, work by Staw and Ross (1985) reports moderate stability scores for 2- (r = .”
How do transformational leaders influence followers' affective well-being? Exploring the mediating role of self-efficacy (2009, methodology): “It has been hypothesized that transformational leadership has the ability to elevate followers and increase positive affective well-being (Sivanathan et al., 2004). Warr (1987, 1994) identified two main dimensions of affective well-being: pleasure and level of arousal. In order to examine positive a”
The Influence of Occupational Self-Efficacy on the Relationship of Leadership Behavior and Preparedness for Occupational Change (2003, background): “In a cross-sectional study with a heterogeneous sample of employees on the relationship between transformational leadership and occupational self-efficacy, Schyns (2001b) found a significant correlation between the two constructs of r = .21.”
Teachers—The Vital Resource (2013, background): “…& Greenberg, 2009) and reflect the skills and tools through which a teacher is able to manage demands, deal with stressful events, and maximize his or her personal strengths including personality and temperament factors (e.g., Henson & Chambers, 2003; Patrick, 2011; Schyns & Collani, 2002).”