Recent research spearheaded by Aston University and published in the journal Personality and Individual Differences has highlighted the critical role of self-efficacy in shaping workplace behaviour. Self-efficacy is an individual’s belief in their ability to execute actions necessary to achieve specific outcomes, reflecting their confidence in their capacity to succeed. This concept is central to understanding how employees interact within and beyond their roles.

The paper, Self-Efficacy and Nontask Performance at Work: A Meta-Analytic Summary, draws on a vast dataset from nearly 50,000 employees across multiple industries. This study explores the connections between self-efficacy, citizenship behaviours in the workplace, and counterproductive activities. The findings reveal that employees with high self-efficacy are significantly more likely to engage in citizenship performance, which includes behaviours that exceed formal job responsibilities, such as helping colleagues, voicing concerns, and fostering a positive workplace atmosphere.

Led by Professor Roberta Fida and an international research team, the study also finds that self-efficacy serves as a barrier against counterproductive behaviours at work, including disengagement, misconduct, and aggression. This protective quality of self-efficacy is crucial as it helps maintain a constructive and ethical work environment even under challenging conditions.

Additionally, the research underscores the buffering effect of self-efficacy against the negative impacts of adverse working conditions. Employee confidence can significantly mitigate workplace stress and improve an organisation’s health. According to the findings, organisations can boost self-efficacy through leadership, targeted training programmes, and supportive workplace policies, all of which contribute to a more engaged and ethically sound workforce.

Roberta Fida, Professor of Organisational Behaviour and Organisational Psychology at Aston Business School, offers a profound insight into the study’s implications: “Our research shows that self-efficacy is not just a predictor of task performance but is also crucial in shaping broader employee behaviours at work. Employees who believe in their capacity to succeed are more likely to take the initiative, contribute positively to their teams, and withstand pressures that might lead to unethical or counterproductive actions. Encouraging self-efficacy in employees not only benefits the individuals themselves but also has profound implications for organisational culture. Our findings suggest that organisations investing in the development of employees’ self-efficacy are likely to witness enhancements in both performance and ethical conduct.”

More information: Roberta Fida et al, Self-efficacy and nontask performance at work. A meta-analytic summary, Personality and Individual Differences. DOI: 10.1016/j.paid.2025.113179

Journal information: Personality and Individual Differences Provided by Aston University