Contributions of self and organisational efficacy expectations to commitment: A fourfold typology

The purpose of the paper is to investigate the main and combined effects of self‐efficacy and organisational efficacy on three dimensions of organisational commitment. A fourfold typology of employees is proposed and tested.

A questionnaire was sent to employees of a chemical plant. Data were analyzed using dichotomisation and moderated multiple regression.

Both organisational efficacy and, to a lesser extent, self‐efficacy contribute to affective, normative and continuance commitment. The results concerning the fourfold typology are promising when reviewing the median split technique, but a hierarchical multiple regression test of interaction between self‐efficacy and organisational efficacy does not fulfil this promise.

As the self‐efficacy hypotheses especially did not meet expectations, the authors suggest another way of assessing self‐efficacy in organisational contexts.

The results stress the contribution of organisational efficacy perceptions to commitment, leading to new opportunities for managing commitment. The role of feedback about organisational successes and failures appears to be crucial.

This attempt to build a typology by considering the efficacy expectations of employees regarding both themselves and their organisation opens up a route to further individualisation of employees and their relations to work.