New research, led by Aston University and published in the journal Personality and Individual Differences, has revealed how self-efficacy plays a crucial role in shaping workplace behaviour.

Self-efficacy refers to an individual's belief in their capacity to execute behaviours necessary to produce specific performance outcomes, essentially their confidence in their ability to succeed.

The study, Self-Efficacy and Nontask Performance at Work: A Meta-Analytic Summary, draws on data from nearly 50,000 employees across multiple industries to examine the relationship between self-efficacy, citizenship workplace behaviours and counterproductive actions.

The study, led by Professor Roberta Fida and an international team of researchers, found that employees with higher self-efficacy are significantly more likely to engage in citizenship performance, behaviours that go beyond formal job roles, such as helping colleagues, speaking up about concerns and contributing to a positive workplace culture. At the same time, self-efficacy serves as a protective factor against counterproductive workplace behaviours, including disengagement, misconduct and aggression.

The research also highlights that self-efficacy buffers employees from the negative effects of adverse working conditions, suggesting that fostering employees’ confidence can help mitigate workplace stress and improve overall organisational health.

According to the study, organisations can enhance self-efficacy through leadership, targeted training programmes and supportive workplace policies. These interventions could lead to a more engaged workforce, reduced workplace misconduct, and a stronger ethical climate.

Roberta Fida, professor of organisational behaviour & organisational psychology at Aston Business School, said:

“Our findings demonstrate that self-efficacy is not only a predictor of task performance but also a key factor in shaping an employee’s broader behaviour at work.

“Employees who believe in their ability to succeed are more likely to take initiative, contribute positively to their teams, and resist pressures that could lead to unethical or counterproductive actions.

“Encouraging self-efficacy in employees is not just beneficial for individuals—it has profound implications for organisational culture.

“Our study suggests that organisations that invest in developing employees’ self-efficacy are likely to see improvements in both performance and ethical behaviour.”

You can read the full study, published in Personality and Individual Differences, by visiting the journal’s website.