Creative self-efficacy development and creative performance over time

Building from an established framework of self-efficacy development, this study provides a longitudinal examination of the development of creative self-efficacy in an ongoing work context. Results show that increases in employee creative role identity and perceived creative expectation from supervisors over a 6-month time period were associated with enhanced sense of employee capacity for creative work. Contrary to what was expected, employees who experienced increased requirements for creativity in their jobs actually reported a decreased sense of efficaciousness for creative work. Results show that increases in creative self-efficacy corresponded with increases in creative performance as well.     

Persistent career indecision over time: Links with personality,barriers, self-efficacy,and life satisfaction

Taking control over one's career requires the ability to make career decisions; thus, remaining in a state of career indecision is problematic. However, the stability of career indecision has not yet been investigated using advanced statistical modeling approaches. We present two studies of German university students applying three-wave, longitudinal designs. Study 1 investigated the stability of career indecision by means of latent state-trait analysis within two samples with different time lags (Sample 1: N = 363, 7 weeks; Sample 2: N = 591, 6 months). The results indicated that career indecision was determined by a stable component (i.e., trait career indecisiveness) that was associated with lower core self-evaluations, lower occupational self-efficacy, and higher perceived career barriers. Study 2 (N = 469) examined career indecision over one year. We found that the stable career indecision component explained 5% of the variance in student life satisfaction beyond self-evaluated generalized indecisiveness.     

Translating self-efficacy in job performance over time: The role of job crafting

This investigation intends to uncover the mechanisms linking self-efficacy to job performance by analyzing the mediating role of job crafting. A two-wave study on 465 white-collar workers was conducted, matching participants’ self-report data (i.e., self-efficacy and job crafting) with supervisory performance ratings. The structural equation model showed a positive reciprocal relationship between self-efficacy and crafting behaviors. In turn, job crafting predicted performance positively over time. More importantly, results confirmed the mediating role of crafting actions, which may represent the behavioral process underlying the positive effect of self-efficacy on individual outcomes. Practical implications for organizations, such as encouraging bottom-up job design or designing job-crafting interventions, and future research directions are also offered.     

Relationships between general self-efficacy,planning for the future,and life satisfaction

In this study we investigated relationships between general self-efficacy, the propensity to plan for the future, the consideration of future consequences, and overall life satisfaction. The sample consisted of 242 university students, with ages ranging from 16 to 31 (M = 18.5, SD = 1.7). Participants completed the New General Self-Efficacy Scale (NGSES), the Continuous Planning Scale (CPS), the Consideration of Future Consequences Scale (CFCS), and the Satisfaction with Life Scale (SWLS). Analyses demonstrated that all variables were significantly intercorrelated, with general self-efficacy being most strongly related to the SWLS, followed by the CFCS and the CPS. Implications are discussed.     

Structural contingency theory and individual differences: examination of external and internal person-team fit

This article develops and tests a structurally based, integrated theory of person-team fit. The theory developed is an extension of structural contingency theory and considers issues of external fit simultaneously with its examination of internal fit at the team level. Results from 80 teams working on an interdependent team task indicate that divisional structures demand high levels of cognitive ability on the part of teammembers. However, the advantages of high cognitive ability in divisional structures are neutralized when there is poor external fit between the structure and the environment. Instead, emotional stability becomes a critical factor among teammembers when a divisional structure is out of alignment with its environment. Individual differences seem to play little or no role in functional structures, regardless of the degree of external fit.     

Relationships between conscientiousness,self-efficacy,self-deception,and learning over time

The present study examined the dual mediating effects of self-efficacy and self-deception on the relationship between conscientiousness and learning over time. Data from 134 college students were used to investigate the relative impact of self-efficacy and self-deception. Consistent with the hypothesized model, conscientiousness was significantly and positively related to both early training self-efficacy and self-deception, and both self-efficacy and self-deception had significant effects on learning but in opposite directions. Furthermore, the relative impact of self-efficacy and self-deception on learning changed over time as expected. The negative effect of self-deception in early stages of training disappeared at later stages of training but the positive effects of self-efficacy remained. Support was not found for self-efficacy and self-deception as mediators of the conscientiousness-learning relationship.     

Children's sleep and cognitive performance: a cross-domain analysis of change over time

Relations between changes in children's cognitive performance and changes in sleep problems were examined over a 3-year period, and family socioeconomic status, child race/ethnicity, and gender were assessed as moderators of these associations. Participants were 250 second- and third-grade (8-9 years old at Time 1) boys and girls. At each assessment, children's cognitive performance (Verbal Comprehension, Decision Speed) was measured using the Woodcock-Johnson III Tests of Cognitive Abilities, and sleep problems (Sleepiness, Sleep/Wake Problems) were collected via self-report. Individual growth models revealed that children who reported increases in Sleepiness exhibited little growth in Verbal Comprehension over time compared with their peers who reported decreases in Sleepiness, resulting in a nearly 11-point cognitive deficit by the end of the study. These associations were not found for Sleep/Wake Problems or Decision Speed. Child race/ethnicity and gender moderated these associations, with Sleepiness serving as a vulnerability factor for poor cognitive outcomes, especially among African American children and girls. Differences in cognitive performance for children with high and low Sleepiness trajectories ranged from 16 to 19 points for African American children and from 11 to 19 points for girls. Results build substantially on existing literature examining associations between sleep and cognitive functioning in children and are the first to demonstrate that children's sleep trajectories over 3 waves were associated with changes in their cognitive performance over time.     

Work,family and life-course fit: Does control over work time matter?

This study moves from “work-family” to a multi-dimensional “life-course fit” construct (employees’ cognitive assessments of resources, resource deficits, and resource demands), using a combined work-family, demands-control and ecology of the life course framing. It examined (1) impacts of job and home ecological systems on fit dimensions, and (2) whether control over work time predicted and mediated life-course fit outcomes. Using cluster analysis of survey data on a sample of 917 white-collar employees from Best Buy headquarters, we identified four job ecologies (corresponding to the job demands-job control model) and five home ecologies (theorizing an analogous home demands-home control model). Job and home ecologies predicted fit dimensions in an additive, not interactive, fashion. Employees’ work-time control predicted every life-course fit dimension and partially mediated effects of job ecologies, organizational tenure, and job category.     

Goal orientation and ability: interactive effects on self-efficacy,performance, and knowledge

This study examined the direct relationship of goal orientation--and the interaction of goal orientation and cognitive ability--with self-efficacy, performance, and knowledge in a learning context. The authors argue that whether a particular type of goal orientation is adaptive or not adaptive depends on individuals' cognitive ability. Consistent with previous research, learning orientation was positively related to self-efficacy, performance, and knowledge, whereas performance orientation was negatively related to performance only. The interactions between goal orientation and ability also supported several hypotheses. As expected, learning orientation was generally adaptive for high-ability individuals but had no effect for low-ability individuals. In contrast, the effects of performance orientation were contingent on both individuals' level of cognitive ability and the outcome examined.     

The time for doing is not the time for change: effects of general action and inaction goals on attitude retrieval and attitude change

Implicit in many informal and formal principles of psychological change is the understudied assumption that change requires either an active approach or an inactive approach. This issue was systematically investigated by comparing the effects of general action goals and general inaction goals on attitude change. As prior attitudes facilitate preparation for an upcoming persuasive message, general action goals were hypothesized to facilitate conscious retrieval of prior attitudes and therefore hinder attitude change to a greater extent than general inaction goals. Experiment 1 demonstrated that action primes (e.g., "go," "energy") yielded faster attitude report than inaction primes (e.g., "rest," "still") among participants who were forewarned of an upcoming persuasive message. Experiment 2 showed that the faster attitude report identified in Experiment 1 was localized on attitudes toward a message topic participants were prepared to receive. Experiments 3, 4, and 5 showed that, compared with inaction primes, action primes produced less attitude change and less argument scrutiny in response to a counterattitudinal message on a previously forewarned topic. Experiment 6 confirmed that the effects of the primes on attitude change were due to differential attitude retrieval. That is, when attitude expression was induced immediately after the primes, action and inaction goals produced similar amounts of attitude change. In contrast, when no attitude expression was induced after the prime, action goals produced less attitude change than inaction goals. Finally, Experiment 7 validated the assumption that these goal effects can be reduced or reversed when the goals have already been satisfied by an intervening task.     

Specifying the determinants of the initiation and maintenance of behavior change: an examination of self-efficacy, satisfaction, and smoking cessation.

Using data from smokers (N = 591) who enrolled in an 8-week smoking cessation program and were then followed for 15 months, the authors tested the thesis that self-efficacy guides the decision to initiate smoking cessation but that satisfaction with the outcomes afforded by quitting guides the decision to maintain cessation. Measures of self-efficacy and satisfaction assessed at the end of the program, 2 months, and 9 months were used to predict quit status at 2, 9, and 15 months, respectively. At each point, participants were categorized as either initiators or maintainers on the basis of their pattern of cessation behavior. Across time, self-efficacy predicted future quit status for initiators, whereas satisfaction generally predicted future quit status for maintainers. Implications for models of behavior change and behavioral interventions are discussed.     

Examining the moderating effects of time on task and task complexity on the within person self-efficacy and performance relationship

ObjectivesThe study examined two moderating variables that may influence the direction of the effect of self-efficacy upon performance, namely; time spent on task and task complexity.DesignMultilevel analysis was conducted to examine within person and between group relationships.MethodEighty eight novice golfers putted in 4 sessions over a period of 2 days (completing 800 putts in total). Each session contained 10 trials of 20 putts. The golfers were split into 2 conditions; a stable task condition where task requirements remained constant across time and a dynamic task condition, where task complexity changed across time.ResultsIn early learning (i.e., the first 10 trials) results revealed a slight negative effect between self-efficacy and subsequent performance. However, across the 40 trials self-efficacy had a positive effect upon subsequent performance. Further, there was a significant task condition (stable vs. dynamic) interaction. In the easy task condition, self-efficacy showed a slight (but non-significant) positive effect upon performance. However, in the dynamic learning condition, self-efficacy had a positive and significant effect upon subsequent performance.ConclusionPrevious tests of the within person self-efficacy relationship tend to limit learning to 10 trials or less. The study is the first to examine the reciprocal relationship between self-efficacy and performance as a result of task experience (i.e., time spent on the task) and task complexity simultaneously. Positive effects emerged as a result of extended time learning the task and by varying the degree of task complexity whilst learning.     

Role perceptions, satisfaction, and performance: moderating effects of self-esteem and organizational level

The moderating effects of organizational level and self-esteem on the relationships between role perceptions (i.e., role ambiguity and role conflict) and employee satisfaction and performance were examined. Previous research suggested that self-esteem, as an indicator of perceived self-competence, should act as a buffering element contingent upon an individual's organizational level. To test this possibility, data were collected from a sample of 161 hospital professional and support personnel. It was hypothesized that the negative effects of role ambiguity and conflict on satisfaction and performance would be attenuated by high self-esteem at lower organizational levels. Two of the four predicted interactions (ambiguity-satisfaction and conflict-performance) were obtained. The importance of considering the combined effects of both situational and individual difference variables as potential buffers against aversive role perceptions was discussed.     

The role of decision influence and team performance in member self-efficacy, withdrawal, satisfaction with the leader, and willingness to return

This study examines team performance as a moderator of the relationship between decision influence and outcomes relevant to team effectiveness in hierarchical teams with distributed ex pertise. In this type of team staff members have unique roles and make recommendations to the team leader, who ultimately makes the team's final decisions. It is suggested that the positive rela tionship between decision influence and favorable outcomes (e.g., satisfaction) consistently described in the literature is dependent on team performance in this type of team. Specifically, team effec tiveness outcomes are proposed to be consistently more favorable in higher performing than in lower performing teams. Decision influence is proposed to relate positively to member satisfaction with the leader, willingness to return, and self-efficacy and to relate negatively to withdrawal in higher performing teams. The opposite pattern of relationships is expected in lower performing teams. A laboratory study was conducted with 228 undergradu ates performing a computer task as subordinates in 76 four-person teams with a confederate leader. The results generally support the hypotheses and illustrate a dilemma for leaders attempting to manage team effectiveness.     

Task performance influences general self-efficacy,even without increases in the skills required to achieve success

ABSTRACT

The current article tests whether task performance influences general self-efficacy without increases in the skills required to achieve success. To do so, an experimental design is applied in which participants predict a random future event, and the relationship between prediction task performance and self-efficacy is observed. This article also tests whether this specific performance/self-efficacy relationship is moderated by (a) perceived illegitimacy of predicting the future and (b) self-assessed ability to predict the future. The results show that prediction task performance indeed influences general self-efficacy, and neither of these two moderators has a significant effect on this relationship. Therefore, performance on a low-stakes task does influence general self-efficacy—at least temporarily. More importantly, task performance is shown to influence self-efficacy even without increases in the skills required to achieve success.     

Doing the right thing without being told: joint effects of initiative climate and general self-efficacy on employee proactive customer service performance

We developed and tested a cross-level model of the antecedents and outcomes of proactive customer service performance. Results from a field study of 900 frontline service employees and their supervisors in 74 establishments of a multinational hotel chain located in Europe, the Middle East, Africa, and Asia demonstrated measurement equivalence and suggested that, after controlling for service climate, initiative climate at the establishment level and general self-efficacy at the individual level predicted employee proactive customer service performance and interacted in a synergistic way. Results also showed that at the establishment level, controlling for service climate and collective general service performance, initiative climate was positively and indirectly associated with customer service satisfaction through the mediation of aggregated proactive customer service performance. We discuss important theoretical and practical implications of these findings.     

Perceived influence in groups over time: How associations with personality and cognitive ability can change over time

The ability of personality and cognitive ability to predict perceptions of group influence in small work groups are assessed both in initial and advanced stages of group formation. Extraversion is found important to initial perceptions of intra-group influence, which is partially mediated by peer-perceived social-emotional usefulness. After a few months, reputations are established and everyone has met; now work needs to get done efficiently and accurately and cognitive ability predicts increases in perceived group influence, which is partially mediated by perceived intelligence. After even more time, other Big Five personality traits become important to changes in perceived group influence, with positive associations with openness to experience, and negative associations with neuroticism and conscientiousness. The study findings and implications are discussed.