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Original Research
The contributions of self-efficacy and perceived organisational support when taking charge at work
Submitted: 06 April 2011 | Published: 24 January 2012
About the author(s)
Ike E. Onyishi, University of Nigeria, NigeriaElizabeth Ogbodo, University of Nigeria, Nigeria
Abstract
Research purpose: The aim of the study was to investigate the contributions of self-efficacy and perceived organisational support when taking charge at work.
Motivation for the study: Although many previous studies have examined the antecedents of taking charge in North American business environments, we know little about taking charge in the developing economies of Africa. Research about taking charge will provide valuable information for managers of businesses in developing countries in Africa.
Research design, approach and method: This study used a cross-sectional survey design to examine the contributions of self-efficacy and perceived organisational support to taking charge at work amongst 201 bank workers in Nsukka, Southeast Nigeria.
Main findings: Regression analysis results showed that self-efficacy had a significant relationship with taking charge at work. The results also showed a statistically significant relationship between perceived organisational support and taking charge at work.
Practical/managerial implications: The implications of the results are that interventions that focus on improving self-efficacy will contribute to the behaviours of employees who take charge. In addition, organisations that develop strategies to make employees perceive the organisation as supportive will also have members that engage in more supervisory behaviours.
Contribution/value-add: This study was one of the first attempts to investigate taking charge at work in a developing economy of Africa. The results of the study, that self-efficacy and perceived organisational support have relationships with taking charge at work, will contribute to a better understanding of the concept and to building robust theories.
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