Showing papers by "Albert Bandura published in 1989"

Social Cognitive Theory of Organizational Management

Abstract: This article analyzes organizational functioning from the perspective of social cognitive theory, which explains psychosocial functioning in terms of triadic reciprocal causation. In this causal structure, behavior, cognitive, and other personal factors and environmental events operate as interacting determinants that influence each other bidirectionally. The application of the theory is illustrated in a series of experiments of complex managerial decision making, using a simulated organization. The interactional causal structure is tested in conjunction with experimentally varied organizational properties and belief systems that can enhance or undermine the operation of the self-regulatory determinants. Induced beliefs about the controllability of organizations and the conception of managerial ability strongly affect both managers' self-regulatory processes and their organizational attainments. Organizational complexity and assigned performance standards also serve as contributing influences. Path analys...

Regulation of cognitive processes through perceived self-efficacy.

Abstract: The articles included in the special series in this issue of Developmental Psychology demonstrate that perceived self-efficacy for memory functioning is an important facet of metamemory. Self-beliefs of efficacy can enhance or impair performance through their effects on cognitive, affective, or motivational intervening processes. This commentary addresses a number of issues concerning the extension of self-efficacy theory to memory functioning. These include the following: the multidimensionality and measurement of perceived memory capabilities; the veridicality of memory self-appraisal; the efficacious exercise of personal control over memory functioning; the psychosocial processes by which people preserve a favorable sense of memory self-efficacy over the life span; and strategies for generalizing the impact of training in memory skills. Much of the research on perceived self-efficacy has focused on its role in the regulation of motivation, action, and affective arousal (Bandura, 1986; 1988a, 1988b, in press). More recently, research conducted within this conceptual framework has sought to clarify how perceived self-efficacy affects thinking processes, either as events of interest in their own right or as intervening influences of other aspects of psychosocial functioning. This research has begun to delineate the ways in which self-percepts of efficacy can enhance or impair the level of cognitive functioning (Bandura, in press). These cognitive effects take various forms.

Impact of conceptions of ability on self-regulatory mechanisms and complex decision making.

Abstract: Tested the hypothesis that induced conceptions of ability as a stable entity or as an acquirable skill would affect self-regulatory mechanisms governing performance in a simulated organization. Ss served as managerial decision makers in which they had to match employees to subfunctions and to discover and apply managerial rules to achieve a difficult level of organizational performance. Those who performed the challenging managerial task under an entity conception of ability suffered a loss in perceived self-efficacy, lowered their organizational goals, and became less efficient in their analytic strategies. Ss who managed the organization under an acquirable skill conception of ability sustained their perceived self-efficacy, set challenging organizational goals, and used analytic strategies effectively. These divergences in self-regulatory factors were accompanied by substantial differences in organizational performance. Path analysis revealed that perceived self-efficacy had both a direct effect on organizational performance and an indirect effect through its influence on analytic strategies. Personal goals also affected organizational performance through the mediation of analytic strategies. The relation of prior organizational performance to subsequent performance was mediated entirely by the combined influence of the self-regulatory factors.

Effect of perceived controllability and performance standards on self-regulation of complex decision making.

Abstract: Tested the hypothesis that perceived controllability and stringency of performance standards would affect self-regulatory mechanisms governing performance attainments of a simulated organization. Ss who managed the simulated organization under a cognitive set that organizations are not easily controllable displayed low perceived self-efficacy, even when standards were within easy reach, and lowered their organizational goals. Ss who operated under a cognitive set that organizations are controllable maintained a strong sense of self-efficacy, set increasingly challenging goals, and exhibited effective analytic thinking. The divergent changes in these self-regulatory factors were accompanied by large differences in organizational attainments. Path analyses revealed that perceived self-efficacy, which was affected by prior accomplishments, influenced subsequent organizational performance through its effects on analytic strategies. After further experience, the performance system was regulated more extensively and intricately by Ss' self-conceptions of efficacy. Perceived self-efficacy affected subsequent organizational attainments both directly and indirectly through its influence on personal goal challenges. Personal goals, in turn, enhanced organizational attainments directly and through mediation of analytic strategies.