Self-efficacy’s role in success of quality training programmes
Industrial and Commercial Training
ISSN: 0019-7858
Article publication date: 26 November 2018
Issue publication date: 13 December 2018
Abstract
Purpose
The purpose of this paper is to explore why some firms succeed while others flounder or fail to implement quality improvement programmes. It synthesises self-efficacy literature to propose a model of self-efficacy’s role in affecting implementation success of quality improvement programmes in organisations.
Design/methodology/approach
A review of scholarly articles on the topics of self-efficacy and quality initiatives brings to light self-efficacy’s role in successful quality programme implementation. When considered in the context of organisation barriers, it can lead to organisational success.
Findings
It is determined that quality training programmes play an important role in affecting existing efficacies and leading to “quality self-efficacy” in employees. The proposed model and related propositions suggest that right approaches of implementing quality training among certain types of employees and/or organisations can promote teamwork to achieve performance success.
Research limitations/implications
Moving forward, the proposed model should be empirically tested to improve our understanding of quality self-efficacy construct and its role in aiding organisational success. Furthermore, it would offer guidelines for the implementation of quality programmes in the most optimal way.
Practical implications
In applying theories on self-efficacy, motivation, empowerment, and quality training, the authors posit that existing efficacy and quality self-efficacy are crucial for quality implementation efforts to overcome organisational barriers and lead to effective teamwork and performance success.
Social implications
The authors postulate that deciding factors for organisational success originate from employees themselves as existing efficacies. Even though employees can foster quality self-efficacy through the implementation of quality improvement initiatives, existing self-efficacy, and organisation barriers will be moderating forces on eventual effectiveness of quality self-efficacy, teamwork, and organisational performance.
Originality/value
The model and related propositions, linking self- and collective efficacies to quality training, teamwork, and quality performance, offered in this paper will prove useful for organisational decision-makers in selecting quality programmes for implementation in organisation to achieve performance success.
Keywords
Acknowledgements
This research was made possible in part by the support of a grant from the Lucas Graduate School of Business. The authors gratefully acknowledge the intellectual contributions derived from the insightful feedback from the editor and anonymous reviewer(s) on an earlier version of this paper. Earlier on, both authors jointly contributed to develop a preliminary rough draft of this research. Sadly, Dr Karsten was diagnosed with cancer and passed away in December 2017, before this research was finalised. It now is being seen through to its culmination.
Citation
Loomba, A.P.S. and Karsten, R. (2019), "Self-efficacy’s role in success of quality training programmes", Industrial and Commercial Training, Vol. 51 No. 1, pp. 24-39. https://doi.org/10.1108/ICT-06-2018-0058
Publisher
:Emerald Publishing Limited
Copyright © 2019, Emerald Publishing Limited