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

Journal of Workplace Learning

Volumn 11, Issue 4, 1999, Pages 119-122

  Orpen, Christopher ^a  

^a BOURNEMOUTH UNIVERSITY   (United Kingdom)

Author keywords

Financial services; Job satisfaction; Performance measurement; Training

Indexed keywords

EID: 84986172534     PISSN: 13665626     EISSN: None     Source Type: Journal    
DOI: 10.1108/13665629910276034     Document Type: Article

References (6)

1. Bandura, A. (1986), Social Foundations of Thought and Action: A Social Cognitive TheoryPrentice-Hall, Englewood-Cliffs, NJ.
2. Baron, R.M. and Kenny, D.A. (1986), “The moderator-mediator variable distinction in social psychological research: conceptual, strategic, and statistical considerations”, Journal of Personality and Social Psychology, Vol. 51, pp. 1173-82.
3. Campbell, J., Dunnette, M.D., Lawler E.E. and Weick, K. (1990), Managerial Behaviour, Performance and Effectiveness, McGraw-Hill, New York, NY.
4. Gist, M.E. and Mitchell, T.R. (1992), “Self-efficacy: a theoretical analysis of its determinants and malleability”, Academy of Management Review, Vol. 17, pp. 183-211.
5. Hinrichs, J. (1966), Personnel Training, McGraw-Hill, New York, NY.
6. Saks, A. (1995), “A longitudinal field investigation of the moderating and mediating effects of self-efficacy on the relationship between training and newcomer adjustment”, Journal of Applied Psychology, Vol. 80, pp. 211-25.