Self or Group? Cultural Effects of Training on Self-Efficacy and Performance

This paper examines the theoretical and empirical relationship of training and individualism-collectivism to self-efficacy (a person's estimate of his or her ability to perform a task) and performance in studies of managers from Hong Kong, the People's Republic of China, and the United Sta...

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Bibliographic Details
Published in:Administrative science quarterly 1994-03, Vol.39 (1), p.89-117
Main Author: Earley, P. Christopher
Format: Article
Language:English
Subjects:
Administrative science
Banduras
Business structures
Chinese culture
Collective action
Collectivism
Corporate culture
Crosscultural aspects
Cultural groups
Cultural heritage
Cultural values
Culture
Factors
Group Theory
Hypotheses
Individualism
Influence
Job performance evaluation
Job training
Management
Management training
Managers
Occupational training
Performance appraisal
Psychological aspects
Public Administration
Self efficacy
Self image
Self-efficacy (Psychology)
Self-evaluation
Selfefficacy
Social aspects
Studies
Training
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Summary:This paper examines the theoretical and empirical relationship of training and individualism-collectivism to self-efficacy (a person's estimate of his or her ability to perform a task) and performance in studies of managers from Hong Kong, the People's Republic of China, and the United States. A laboratory experiment and a six-month field experiment were used to test hypotheses predicting that for individualists, self-focused training would have a stronger impact on self-efficacy and performance than would group-focused training and, for collectivists, group-focused training would have a stronger impact on self-efficacy and performance than would individual-focused training. The results show consistent support for the hypotheses at both a cultural and an individual level of analysis. A general model of self-efficacy and culture in an organizational environment is discussed.
ISSN:0001-8392
1930-3815
DOI:10.2307/2393495