The impact of self‐efficacy on the effectiveness of employee training

Abstract

Examines whether the mediating role of self‐efficacy on the effectiveness of formal training programmes is greater for jobs in which self‐confidence on the part of incumbents is important for effective performance than for jobs where it is relatively unimportant, among 118 employees doing a variety of jobs in an Australian financial services firm. Using hierarchical regression analysis, self‐efficacy was found to mediate the relationship between the perceived amount of formal training and superior ratings of improved performance among employees in jobs where self‐confidence was judged to be important for success, but not among employees in jobs where it was judged not to be important, as hypothesized.

Citation

Orpen, C. (1999), "The impact of self‐efficacy on the effectiveness of employee training", Journal of Workplace Learning, Vol. 11 No. 4, pp. 119-122. https://doi.org/10.1108/13665629910276034