Self-efficacy’s role in success of quality training programmes

Abstract

Purpose The purpose of this paper is to explore why some firms succeed while others flounder or fail to implement quality improvement programmes. It synthesises self-efficacy literature to propose a model of self-efficacy’s role in affecting implementation success of quality improvement programmes in organisations. Design/methodology/approach A review of scholarly articles on the topics of self-efficacy and quality initiatives brings to light self-efficacy’s role in successful quality programme implementation. When considered in the context of organisation barriers, it can lead to organisational success. Findings It is determined that quality training programmes play an important role in affecting existing efficacies and leading to “quality self-efficacy” in employees. The proposed model and related propositions suggest that right approaches of implementing quality training among certain types of employees and/or organisations can promote teamwork to achieve performance success. Research limitations/implications Moving forward, the proposed model should be empirically tested to improve our understanding of quality self-efficacy construct and its role in aiding organisational success. Furthermore, it would offer guidelines for the implementation of quality programmes in the most optimal way. Practical implications In applying theories on self-efficacy, motivation, empowerment, and quality training, the authors posit that existing efficacy and quality self-efficacy are crucial for quality implementation efforts to overcome organisational barriers and lead to effective teamwork and performance success. Social implications The authors postulate that deciding factors for organisational success originate from employees themselves as existing efficacies. Even though employees can foster quality self-efficacy through the implementation of quality improvement initiatives, existing self-efficacy, and organisation barriers will be moderating forces on eventual effectiveness of quality self-efficacy, teamwork, and organisational performance. Originality/value The model and related propositions, linking self- and collective efficacies to quality training, teamwork, and quality performance, offered in this paper will prove useful for organisational decision-makers in selecting quality programmes for implementation in organisation to achieve performance success.

Employee Performance Optimization Through Transformational Leadership, Procedural Justice, and Training: The Role of Self-Efficacy

“…The general purpose of training is to develop skills, to be faster and more effective in completing a job, to develop knowledge, so that work can be completed rationally, and to develop attitudes that foster a willingness to work together among employees and with management (leaders). From the results of this data processing, the hypothesis proposed in this research is in line with the results of previous research by Stocks and Slater (2016), Brooke et al (2017), Kerr et al (2018), Loomba and Karsten (2019), and Dang and Chou (2019) that show a positive and significant relationship between training and SE. This is according to the SE theory proposed by Bandura (1997), which states that a person must learn various skills to diagnose their strengths and weaknesses to optimize the person's potential to increase SE.…”

“…These results also show that self-efficacy mediates between factors connected to individuals, social support, and knowledge-sharing behavior. Loomba and Karsten (2019) synthesize the SE literature pointing a role model of SE in influencing the successful execution of quality improvement programs in organizations. The better quality the training program provided to employees, the more SE the employees will have.…”

Teaching Motivation: The Kung Fu Panda way

“…Employees' self-efficacies play an important role in organisational training programmes (Loomba & Karsten, 2019).…”

Trainees’ Behavior, Organizational Interventions and Their Impact on Training Effectiveness: A Case of Public Sector Organization of Khyber Pakhtunkhwa.

“…Learning organization provide environment for generating innovative ideas, and its application for general development (Hasson, Schwarz, Holmstrom, Karanika-Murray, & Tafvelin, 2016). Learning and self-efficacy are interrelated, Self-efficacy is one's belief that he can perform the given task, with his own abilities and capabilities (Loomba & Karsten, 2019;Sahoo & Mishra, 2019;Sitzmann & Weinhardt, 2015). It play a very dominant role in job related learning process.…”

“…Changes in one's behavior and then transfer of that behavior to work setting will required some time to mature (Cole, 2008). Acquiring the required level of skill and application of that skills to working environment are the important aspect in performance improvement (Loomba & Karsten, 2019). Training transfer design are supposed to bridge training contents with actual requirement.…”