advertisement

Friday, 19 June 2015

Efficacy and Self-efficacy

                Efficacy and Self-efficacy      
Written By: Dr. Gandham Sri Rama Krishna
Published in the journal of HRD Times, Chennai, July, 2012,  Vol. 14, No.7, PP. 20-21.  ISSN: 0976-7401.                       
                                                           
Efficacy means power or capacity to produce a desired effect. Unlike efficacy, which is the power to produce an effect-in essence, competence? Self-efficacy is the belief that one has the power to produce that effect by completing a given task or activity related to that competency. For example, a person with high self-efficacy may engage in a more health-related activity when an illness occurs, whereas a person with low self-efficacy would harbor feelings of hopelessness. Self-efficacy relates to a person’s perception of their ability to reach a goal, whereas self-esteem relates to a person’s sense of self-worth. Successful efficacy builders do more than convey positive appraisals.
Psychologist Albert Bandura has defined “self-efficacy as one’s belief in one’s ability to succeed in specific situations. One’s sense of self-efficacy can play a major role in how one approaches goals, tasks, and challenges. Self-efficacy is developed from external experiences and self-perception and is influential in determining the outcome of many events.
People will be more inclined to take on a task if they believe they can succeed. Self-efficacy dealing with confidence people has in abilities to do tasks. Self-efficacy has been defined in a variety of ways: as the belief that one is capable of performing in a certain manner to attain certain goals, as a person’s belief about their capabilities to produce designated levels of performance that exercise influence over events that affect their lives. It is a belief that one has the capabilities to execute the courses of actions required to manage prospective situations. The idea of self-efficacy is one of the centre points in positive psychology; this branch of psychology focuses on factors that create a meaning for individuals.
High amounts of self-efficacy were better able to cope with the demanding and stressful conditions that are commonly found in the work environment. Those who reported low levels of self-efficacy found themselves highly stressed and frustrated at their work which led to decreased productivity and increased signs of depression and instability. Simply put, success raises self-efficacy, failure lowers it. Self-efficacy is supposed to facilitate the forming of behavioural intentions, the development of action plans, and the initiation of action. It is clear that perceived self-efficacy is important for leading a healthy  and comfortable life-style free from excessive stress. 
Self-efficacy beliefs determine how people feel, think, motivate themselves and behave. Such beliefs produce these diverse effects through four major processes. They include cognitive, motivational, affective and selection processes.   
Self-efficacy beliefs or expectations, however, are the item-specific tasks and measurements of one’s beliefs that such tasks can be performed.   A self-efficacy belief, therefore, includes both an affirmation of a capability level and the strength of the belief.
·        Social self-efficacy: It is “an individual’s confidence in her/his ability to engage in the social interaction tasks necessary to initiate and maintain interpersonal relationships. Social self-efficacy described as a measure of self-efficacy expectations with respect to a range of social behaviours. Their instruments measured like: making friends, pursuing romantic relationships, social assertiveness, performance in public situations, groups or parties, and giving or receiving help.  Some of the item domains for this instrument included self-confidence about social skill in personal relationship, trust in friends, and trust by friends. Social self-efficacy is strongly correlated to the constructs of shyness and social anxiety, the measure of self-efficacy having a heavy impact upon that of the others. Self-efficacy represents the personal perception of external social factors. Self-efficacy levels reflect a persons’ understanding of what skills they can offer in a group setting. Tasks that are specifically socially oriented, such as public speaking, were more difficult to individuals with low self-efficacy, but those individuals showed no correlating social responses in a casual social setting.
·        Social persuasions: Social persuasion is a  way of strengthening people’s  beliefs that they have what it takes to succeed. People who are persuaded verbally that they possess the capabilities to master given activities are likely to mobilize greater effort and sustain it than if they harbor self-doubts and dwell on personal deficiencies when problems arise. To the extent that persuasive boosts in perceived self-efficacy lead people to try hard enough to succeed, they promote development of skills and a sense of personal efficacy.      
·        Academic self-efficacy: It refers to a student’s belief that he or she can successfully engage in and complete course-specific academic tasks, such as accomplishing course outcomes, demonstrating competency skills used in the course, satisfactorily completing assignments, passing the course, and meeting the requirements to continue on in his or her major.  
·        Health behaviours: Health behaviours such as non-smoking, physical exercise dieting, dental hygiene, seat belt use, dependent on one’s level of perceived self-efficacy. Self-efficacy is directly related to health behaviour, but it also affects health behavours indirectly through its impact on goals. self-efficacy influences the challenges that people take on as well as how high they set their goals. For example, “I intend to reduce my liquor drinking or I intend to quit drinking altogether. A number of  research studies on the adoption of health practice have measured self-efficacy to assess its potential influences in initiating behaviour change.  Measures of self-efficacy for health behaviours refer to beliefs about the ability to perform certain health behaviours. These behaviours may be defined broadly i.e., healthy food consumption or in a narrow way i.e., consumption of high-fiber food. Self-efficacy serves to promote health.  

Protective aids and dosing the severity of threats also help to restore and develop a sense of coping efficacy. Perceived self-efficacy is concerned with individuals beliefs in their capabilities to exercise control over their own functioning and over events that affect their lives. Beliefs in personal efficacy affect life choices, level of motivation, quality of functioning, resilience to adversity and vulnerability to stress and depression.    
  
Reference
1.Arnold Fox, Barry Fox(2010), Positive Thoughts Positive Action, Jaico Publishing House, Mumbai.
2. Akpakwu A.O (2003), Human Resource Management Towards Stable Higher Institutions, Benue State University of Education Journal, Vol.4, No.1.
3.  Bandura,A.((1969), Principles of Behavioural Modification, New York, Holt, Rinehart Winston.
4.     Biswanath Ghosh(2007), HRD and Management, Vikas Publishing House Pvt. Ltd. New Delhi.   
5.B.Vaikumtam(2003), Personality Development, Kalyani Publishers, NewDelhi.
6.Dr. B.V. Pattabhi Ram(2005). Mind Magic. Master Motivations, Hyderabad.
7. Clifford. Morgan (1987).  A Brief Introduction to Psychology – Tata McGraw Hill Publishing Co. Ltd,  New Delhi.
8.C.S.G. Krishnamacharyulu, Lalitha Ramakrishnan(2010), Personality Development, Interpersonal Skills and Career Management, Himalaya Publishing House, New Delhi
9.  Dr. K. Aswathappa (1997).  Organisational Behaviour – Himalya Publishing House, Mumbai.
10.Elizabeth B. Hurlock(2001), Personality Development, Tata McGraw-Hill Publishing Co. Ltd., New Delhi
11. Fred Luthans(1986), Organisational Behaviour, McGraw-Hill Book Company, New Delhi.
12. J.C. Aggarwal(2007), Essentials of Educational Psychology, Vikas Publishing House Pvt. Ltd., New Delhi.
13.Jung,C.G.(1948), Development of Personality, London: Routledge & Kegan Paul.   
14.  L. M. Prasad (2001). Organisational Behaviour – Sultan Chand & Sons, New Delhi.
15.Napoleon Hill(2008), Think & Grow Rich, Jaico Publishing House, Ahmedabad.   
16.   P.S. Bright (2000). A Modern Approach to Personality Development- Bright Careers Institute, Delhi.
17. Robert H. Schuller (1999), Tough Times Never Last, But Tough People Do, Orient Paperbacks, Vision Books Pvt. Ltd., Delhi.
18. Shiv Khera(2004), You Can Win, Macmillan India Ltd, Delhi.


                                             

                                                            

No comments:

Post a Comment