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

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...

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Bibliographic Details
Published in:Human relations (New York) 2003-01, Vol.56 (1), p.113-131
Main Authors: Axtell, Carolyn M., Parker, Sharon K.
Format: Article
Language:English
Subjects:
Autonomy
Behavior
Communication
Design
Employee development
Employee empowerment
Employees
Employment
Initiatives
Longitudinal studies
Organization
Organizational behavior
Organizations
Participation
Roles
Self sufficiency
Self-efficacy
Selfefficacy
Sociology
Sociology of organizations and enterprises. Bureaucracy and administration
Sociology of work
Sociology of work and sociology of organizations
Studies
Training
Work roles
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Summary: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.
ISSN:0018-7267
1741-282X
DOI:10.1177/0018726703056001452