Efficacy beliefs as a moderator of the impact of work-related stressors: A multilevel study.

Abstract

This study built on previous exploratory research (S. M. Jex & D. M. Gudanowski, 1992) that examined both self-efficacy and collective efficacy as moderators of stressor-strain relations. Based on survey data collected from 2,273 U.S. Army soldiers representing 36 companies, it was found that both self- and collective efficacy moderated the relationship between stressors and strains. Multilevel random coefficient model results revealed that respondents with strong self-efficacy reacted less negatively in terms of psychological and physical strain to long work hours and work overload than did those reporting low levels of efficacy. In addition, respondents with high levels of self-efficacy responded more positively in terms of job satisfaction to tasks with high significance than did those with low efficacy. The results also revealed that group-level collective efficacy moderated the relationship between work overload and job satisfaction and between task significance and organizational commitment. Limitations of the study and implications of these findings are discussed.

Work-related self-efficacy as a moderator of the impact of a worksite stress management training intervention: Intrinsic work motivation as a higher order condition of effect.

“…Consistent with this, workrelated self-efficacy has been found to moderate the impact of workplace stressors on various indices of occupational strain, such that relationships are stronger, and thus more problematic, for employees with low levels of work-related self-efficacy, relative to employees with high levels of work-related self-efficacy (Jex & Bliese, 1999;Lu, Siu, & Cooper, 2005;Panatik, O'Driscoll, & Anderson, 2011;Schaubroeck, Lam, & Xie, 2000). In the present study, we extended this line of research by examining whether work-related selfefficacy could moderate the impact of a worksite stress management training (SMT) intervention on several occupational strain outcomes.…”

“…Whilst several studies have found evidence to suggest that employees with low levels of work-related self-efficacy may be more vulnerable to workplace stressors (Jex & Bliese, 1999;Lu et al, 2005;Panatik et al, 2011;Schaubroeck et al, 2000), moderation effects were not found for all of the stressor-strain relationships examined. These inconsistent findings have led some researchers to examine the role other key variables whilst analysing the influence of work-related self-efficacy in the stressor-strain relationship.…”

“…Studies of this kind are very much needed given that the health implications of work-related self-efficacy appear to have been somewhat neglected by research. Indeed, Jex and Bliese (1999) noted that the majority of research on work-related self-efficacy has focussed on training and performance management issues. From a review of the literature, it appears that the majority of research still focuses on these issues, with far less research devoted to occupational health.…”

Bem-Estar Subjetivo e Burnout em Cadetes Militares: O Papel Mediador da Autoeficácia

“…Para a teoria social cognitiva, reações de estresse são vistas em termos de inefi cácia percebida de controle sobre as ameaças e exigências físicas e ambientais e que poderia estar associado a uma baixa vitalidade. Se as pessoas acreditam que podem lidar efi cazmente com os potenciais fatores de estresse não desenvolverão burnout, mas se elas acreditam que não podem controlar eventos aversivos, tendem a se angustiar levando ao burnout (Jex & Bliese, 1999). Outro caminho em que as crenças de autoefi cácia podem atuar é através dos processos afetivos, já que a crença na autoefi cácia infl uenciará a forma e a intensidade das reações afetivas, impactando sobre suas cognições e comportamento (Bandura, 1997).…”

A Review of Research on Management Self-efficacy

“…The research of Jex et al shows that management self-efficacy has an important influence on the adjustment of individuals' work stress, that is, the lower the management self-efficacy, the greater the work stress [13]. Singh et al conducted a study of the managers from a refrigerator factory in India and found that managers with higher management self-efficacy have lower levels of job anxiety.…”