The Relationship between Collective Efficacy and Performance in Manufacturing Work Teams

Abstract

This study explores the construct of collective efficacy for self-managed work teams in a manufacturing setting. The construct is developedfrom a historical perspective through the team literature and the self-efficacy literature. Collective efficacy and performance behaviors are measured at four time periods for eight work teams. A positive relationship was discovered using repeated measures analysis of variance, indicating that higher efficacy is related to higher levels of performance.

Motivation and Entrepreneurial Cognition

“…This positive association was found across a broad range of participants, experimental designs, and measurement approaches. Furthermore, at the level of the group, scholars have shown that groups with high collective efficacy are more likely to persist than groups with low collective efficacy (e.g., Hodges and Carron 1992;Little and Madigan 1997). Entrepreneurs working in settings where collective efficacy (e.g., of the entrepreneurial team) is high are therefore likely to be more motivated to persist with their venture than those working in settings with low collective efficacy.…”

"Collective efficacy and group functioning: The effect of performance feedback on efficacy assessments, goal setting, task persistence and overall performance"

“…Theorists contend that efficacy beliefs are a primary determinant of human behavior. Efficacy expectations are hypothesized to influence behavior through three primary mechanisms-cognitive, motivational, and affective (Little & Madigan, 1997). Personal efficacy influences people's "success/failure imagery, worry, goal setting, and attributions" (George & Feltz, 1995).…”

“…Personal efficacy influences people's "success/failure imagery, worry, goal setting, and attributions" (George & Feltz, 1995). For example, efficacious individuals are more likely to visualize future success which often leads to increased concentration and effort during actual performance (Little & Madigan, 1997). Efficacious individuals are also more likely to attribute success to a dispositional cause rather than a situational factor.…”

“…In general, efficacious individuals are less affected by stress (Little & Madigan, 1997) and more likely to use effective coping strategies to deal with occupational Stressors (Jex & Bliese, 1999).…”

“…For example, efficacious groups are more likely to attribute success to the group rather than situational factors. Attributing success to the person as opposed to the situation results in increased motivation to pursue goals and greater resilience after failure (Little & Madigan, 1997). Efficacious groups are also more likely to associate failure or negative feedback with negative self-evaluations which often leads to increases in motivational behavior such as effort and persistence on subsequent task performance (Gist, 1987).…”