Role of managers in enhancing the occupational self efficacy of employees

Abstract

Occupational self-efficacy reflects the conviction or the confidence of a person's ability to fulfill his or her job related behaviour at a perfectly acceptable level to the employer. Significant differences have been recorded between men and women with regard to their behavioural and response patterns in Occupational Self Efficacy. Research findings on the importance of occupational self-efficacy before entering the labour market for the career development of professionals, underlines the importance of focused education and training for youth. Improving the occupational self efficacy of elderly (50+) employees will prove vital for the sustainability of competitive advantage of those organizations. Tacit knowledge of elderly employees generates value addition. Implementation of HRM practices targeted at elderly employees has become topical with an increasingly ageing workforce globally. The Job Demands-Resources (JD-R) mode is of specific significance in enhancing the occupational self efficacy of elderly employees. Studies have revealed that occupational self efficacy and motivation are positively related to the training effectiveness of those employees. It has been proven that employees with high occupational self-efficacy have confidence to test new behaviours that are demanded in careers. Empirical evidences suggest that leadership and mentoring initiatives can substantially improve the occupational self-efficacy of employees. This gives a clear indication about the potential role, and impact of managers and Human Resources professionals in the value addition to organisations and to the stakeholders.