JPBS. Evaluation of Self-efficacy and Resilience as a Predictor of Organizational Commitment among Employees of Private Banks in Urmia, Iran

Transcription

1 Evaluation of Self-efficacy and Resilience as a Predictor of Organizational Commitment among Employees of Private Banks in Urmia, Iran JPBS JOURNAL OF PSYCHOLOGY & BEHAVIORAL STUDIES Vol 3(9): ISSN: Copyright 2015 Received: 24 March 2015 Accepted: 22 May 2015 Published: 22 August 2015 Zahra Shahrivarzadeh Department of Psychology, Urmia Branch, Islamic Azad University, Urmia, Iran *Corresponding Author: Marziyeh Arefi ABSTRACT The aim of this study was to review the realization of self-efficacy and Resilience as a predictor of organizational among employees of private banks in Urmia, Iran. The research method was correlationdescriptive. The statistic population of this study was all employees of private bank in Urmia, Iran who were 99 individuals and were chosen as sample of this study. Organizational Commitment Questionnaire of Meyer and Allen (1990) were used in order to measure the organizational and in order to measure the Resilience using the scale of Klahn s Resilience (1996) and to assess the selfefficacy scale of Schwartz and Jerusalem (1981) were used. The Pearson correlation coefficient and linear regression were used to analyze the data. The results showed that there was a significant relationship between Resilience and selfefficiency. Also, there was a significant relationship between organizational and Resilience. The organizational was predicted through selfefficacy and Resilience and by increasing the self-efficacy and the organizational, the Resilience was increased and vice versa. KEY WORDS Self-Efficacy, Resilience, Commitment, Private Banks. INTRODUCTION Schultz (1980) stated that the attitude of some psychologists manner is an ongoing fundamental change. The focus and new direction of this attitude are called the health psychology and perfection psychologies which are studied the healthy and unhealthy aspects of human nature. This new approach, which is called positive psychology, has recently drawn the attention of many researchers in the field of organization and management. Thus, created a new movement as positive organizational behavior as for positive psychology, organizational 293

2 behavior, positive motivation do not claim to have reached a new approach in relation to positivism, but also need to focus more on theory and application of effective researcher found conditions, characteristics and behavior of staff in pointing positive. More than this, in the realm of organization we faced with the physical capital, including money, labor, machinery and so on (Qasim & Hoseyn-chari, 2012). After physical capital, human capital of knowledge, skills and experience of staff and finally, social capital were noted as the network of relations with other people. A new concept has been recently introduced by Luthans which was derived from the organizational positive behavior is the psychological capital. Today, many researchers believe that psychological capital of organizations can provide sustainable competitive advantage for them. In recent years, a growing number of psychologists believed in the ability to consummate and transformation of human character.the picture that positive psychology of human nature presents is optimistic and hopeful because they can spread, educate the human flourishing attentively and believe to what change the man to what he can be (quoted by Khalatbary et al., 2010). The results of the researchers in the field of positive organizational behavior suggested that psychological capacities such as hope, Resilience, optimism, self-efficacy are together considered as a form of psychological capital (Oei, 2006 quoted by Khalatbary et al., 2010). In fact, Luthans and his colleagues noted the developing positive organizational behavior within organizations and positive psychological capital was as a source combined the advantage of allowing organizations. They believed that the positive psychological capital regarding to the psychological led to hope, optimism, Resilience and contributing to the promotion of human capital (knowledge and skills people) and social (network of relationships among them) in the organization. Hence, the psychological capital consisted of positivism psychological which are measurable and education development and there was the possibility of influencing management. Kampfer (1999) believed that Resilience was the basic by returning to the balance and to the equilibrium level (in terms of threat) and would provide compatibility succeed in life. Researches in the field of resilience can be classified into two groups: the first group spends on the determinants of resilience's conditions of people's Resilience. The second group studies the concept of Resilience process (how Resilience would provide effective coping with success of risk) (Jokar, 2007). Self-efficacy was derived from the beliefs of Albert Bandura's social cognitive theory which was referred to judgments on their own abilities to perform the duties and responsibilities of the individual points. Social cognitive theory referred to three factors of behavior, environment individual. This interaction emphasizes the behavior patterns, the environmental impact of individual factors (cognitive, emotional and psychological perception refers to describe the functions. According to this theory, persons affect their behavior in a three-way causality of motivation. Bandura (1997) suggested that self-efficient was a productive which organized the skills, cognitive, social, emotional, behavioral goals for different people so effectively. In his view, skills and achievements of previous knowledge are not good predictors of future performance but human beliefs about their abilities and perform them are effective on them. Between different skills and the ability to combine them and appropriate procedures for performing tasks in a variety of conditions is a clear difference quite know what to do and the skills necessary to perform their duties, but most are not successful in the implementation of appropriate skills. Self-efficacy is an individual judgment about capability, capacity and competence to carry out specific tasks. One of the most common methods of dealing with organizational is that is consider to a mental emotional attachment to the organization (Amini, 2013). According to this method, a person who is strongly committed to organization's identity to the organization is actively involved with the blends and the member enjoys of his organization. So, in summary loyalty to the values and goals of the organization was to 294

3 be called a sense of belonging and affiliation of the organization's. In a study conducted by Meyer and Allen, it was found that any of the definitions at least one of the three dimensions of organizational, affective, normative references are sequential. Thus, this study aimed to answer the question whether selfefficacy and Resilience can be predicted based on organizational. MATERIALS AND METHODS The research method was correlation-descriptive. The statistic population of this study was all the employees of private banks in Urmia, Iran who were 99 individuals (23 women and 76 men) and were chosen as the sample of the study. Predictor variables were organizational and criterion variables were self-efficacy and resilience. The study was performed on the stage after the presentation of introductory remarks on measuring, the purpose of the test and how to respond to tests were explained for participants in detail. For the ethical considerations after obtaining the consent of the people and the necessary knowledge, they were assured that the information will be used only to this study and will be protected from any misuse. To measure the variables, the questionnaires were used as follows. Meyer and Allen Organizational Commitment Questionnaire: This questionnaire consisting of 24 questions to be able to measure the emotional, normative and affective ongoing. Likert five-point scale was used. Meyer and Allen's to the validity coefficients for emotional, normative and continuous were obtained 0.85 and 0.79, 0.83 (Ansari & Ardakani, 2013). Resilience Scale of Klahn (Klahn, 1996): This questionnaire contains 14 words based on the whole four-point Likert-type response. Alpha steady rate for this group with the assumption that the test only measures a major factor was The distance between the two runs over 5 years, test-retest reliability coefficient for men and women were respectively 0.67 and Cronbach's alpha of this test in Letzring study, Block and Fandr (2005) has been reported to 0.72 (Amini, 2013). Schwartz and Jerusalem general self-efficacy questionnaire: this questionnaire was presented in 1979 by Schwartz and his assessment of the general self-efficiency. This scale has 10 items that measure the general self-efficiency. The four-point of Likert-type scale is the scale to response it. The reliability of the questionnaire has been reported 0.84 in the previous studies (Rajabi, 2006). Schwartz, Schmitz, Tang (2000) General Self-Efficacy Scale factor with optimistic attribution style, in a group of students and the perceived challenges in situations stressful were and 0.45 with self-regulation and for teachers who won all of which were 0.58 all were statistically significant coefficients. Rajabi convergent validity study between general self-efficacy scale and Rosenberg self-esteem on 318 individuals was 0.30 (p<0.0001), the martyr Chamran University on 267 people was 0.20, and the students of Azad University 208 people were 0.23 (quoted by Azadi & Azad, 2011). In this study, the validity of the questionnaire was confirmed by professors and experts. Cronbach's alpha was used for detecting the reliability. Results for self-efficacy scale for alpha was 0.79 and 0.68 for Resilience and, 0.81showed the good reliability measurement tools. Data was analyzed using Pearson correlation, T-test and multiple regression analysis step by step. In all analyzes, the significance level was considered p<0.05. RESULTS Table 1 shows the descriptive statistics variables. 295

4 Variable Questio ns Table 1. Descriptive statistics of variables. Highest score Lowest score Mean SD Tilt Stretch Self-efficacy Resilience Emotional Continuous Normative Organizational Kolmogorov-Smirnov test showed normal distribution of the data (p>0.05). To study the relationship between self-efficacy, Resilience and, Pearson correlation was used. The results of Table 2 shows the correlation between self-efficacy and Resilience (0.33) which was significant (P<0.01) and this means that there was a significant relationship between the variables with 99% of self-confidence and Resilience. Also, the relationship between organizational and resilience (0.26) was significant (P<0.01) and this means that there was a significant relationship with 99% confidence varies between organizational and Resilience. In addition, these relationships are direct and positive and suggest that with increased efficacy and organizational, the resilience will increase and vice versa. The relationship between self-efficacy and organizational (-0.04) was not significant (P>0.01) and this means that, there is no significant relationship between these variables together. Table 2. Pearson correlation coefficient between self-efficacy, Resilience and. Variable Self-efficacy Resilience Organizational r Self-efficacy Sig n r Resilience Sig n r Organizational Sig n Significant level p<0.05 To evaluate the efficacy and predictability of organizational based on self-efficacy and Resilience of employees, linear regression analysis of multiple stepwise methods was used. To measure the linear relationship predictor variables with the criterion variable, F value and the significance level, was calculated for each variable. Results of Table 3 shows that, F value obtained from regression analysis was significant and obtained 0.01 and it can be concluded that there was a linear relationship and the fitted regression model is significant between predictor variables (Resilience) with variable criteria (). Hence, the model used was a good predictor variable in the criterion. Also, observed that the residual sum of squares (SS) in the final model (model 1) was 296

5 greater than the sum of squares regression and this represents the low explanatory power of the model is to explain the criterion variable. Table 3. Analysis of variance test to measure the linear relationship between the variables and criteria. Model Predictor variable 1 Resilience Changes source SS df MS F Sig. Regression Residual Total After verifying the initial default of stepwise, the multiple linear regression model to predict the criterion variable predictor variables were used. In this research to predict the criterion variable (OC) of the predictor variables (self-efficacy and Resilience) were used. Regression analysis in Tables 4, 5 and 6 are provided. Results Table 4 shows that, between predictor variables (self-efficacy and resilience) to explain the criterion variable was set, the only variable in the analysis compiled Resilience, and so the analysis has 1 model. As well as the entry of predictor variables showed that only Resilience to process imported analysis. Table 4. The entering variables the regression analysis method. Model entering variables Method 1 Resilience Step by step Table 5 summarizes the regression to predict variables associated with organizational. According to the results, it is clear that the predictor variables in the regression equation entered and the rest of variables were excluded from the analysis. The results of the first model (the final step) which only entered Resilience analysis showed the correlation coefficient of 0.26 and This means that about 6% of the variance of organizational was explained by the predictor variables of Resilience. Therefore, based on the results in Table 5 and the results of the regression analysis model (the final model in the first place), it can be deduced that the predictor variables (Resilience) expressed in this study was 6% of the variance criterion (OC) which were explained (forecast). The rest of the changes (94 percent) which was known as the error square quantity were affected by variables outside the model. 297 Table 5. Summary of regression to predict variables associated with organizational. Model Predictor variables R R 2 R 2 adj Predicted standard error 1 Resilience The information contained in Table 6 shows the predictor variables (Resilience) in a model (1 step) into the regression equation which this model is presented in the table above. According to the t-values and sig, (Table 6) it can be judged that the regression model was significant. In other words predictor variables have a significant impact on the criterion variable (OC) and (p <0.01) and so, the regression equation to predict the organizational model can be expressed as follows: OC= (Resilience * 0.26) It can be seen in Table 6 that in model 1, the variable of "Resilience" with beta coefficient of 0.26 at (p <0.01) has a direct, positive and significant relationship with "". This means that the share of Resilience in predicting organizational

6 was So, the largest share of Resilience and importance in explaining and predicting organizational to be allocated. In other words, changes in the standard deviation of Resilience, causing with 0.26 of standard deviation for the bank's organizational. Thus, according to the findings of multiple regression analysis, we can conclude that, predictor variables (Resilience) predicted about 6% of the variance criterion (OC). The Resilience of the greatest importance and was variable in predicting organizational Table 6. Stepwise regression equation predictor variables and organizational Model 1 Predictor variable Nonstandard coefficient Coefficient B Standard error Standard coefficient Coefficient Beta t Sig. Constant Resilience DISCUSSION AND CONCLUSION The aim of this study was to evaluate the efficacy and Resilience as a predictor of organizational among employees of private banks in Urmia, Iran. The results showed that self-efficacy and Resilience organizational predicts by increasing self-efficacy and organizational Resilience rate increases and vice versa. There was no relationship between self-efficacy and organizational and it showed that organizational was reduced by increasing the selfefficacy. One of the indicators of the superiority of one organization to another organization is having committed the workforce. Employees were committed to the organization's reputation in the community provided the field of promote and advance. On the manpower with little, not only to achieve organizational goals does not move, but in the creation of cultural indifference to problems of efficiency. The new idea is not created or destroyed; if someone is not committed to it. So, true to the concept that individual or their vital apply interests to develop new ideas (Vadadi, 2011). Resilience is only for passive resistance against damage or threatening situations but resilient individual is active and constructive participation of its surroundings. Resilience is the ability to balance a person's life - mental and spiritual, as opposed to precarious conditions and their treatment is a positive outcome emotional, affective and cognitive (Mastn, 2001, quoted by Qasim et al., 2012). Block and Fander s (2005) research showed that resilient of individuals do not have the self-shattering, emotionally calm, and the ability to cope with their harsh and unpleasant (quoted by Narimani et al 2009). According to the results achieved, it can be said that Resilience has greater role in organizational. These results are consistent with the findings of the Pope (1988). Pope (1988) showed that a person with high selfesteem is generally realistic attention to deficiencies and shortcomings, and their positive and feel good about their strengths (quoted by Salehi, 2009). Given the importance of organizational in the staff especially the involvement and to continue the work that they feel they have more to foster the sense of providing the necessary conditions for it. For example, researchers (Wang, 2007) have focused on the relationship between organizational and employee turnover. The staff's and devotion to their work, more attempts to quit his job to be with damage and serious injury to daily activities. Self-efficacy is the most effective predictor of organizational as an organization to staff skills, abilities and experience are working. If employees have good skills and abilities of their jobs it is 298

7 possible that increased confidence administrative tasks more effectively than their peers with lower self-esteem. These employees tend to be promoted to increase their to the organization. Employees who have high levels of self-efficacy, high level of organizational. The concept of organizational encompasses three structures including affective, continuance, and normative. Emotional is defined as positive emotions like the attachment and involvement with organizations. Normative is a based on a sense of obligation to stay in the organization. Continuous included the staff to the organization when considering the costs of leaving the organization (Salami, 2004). REFERENCES Amini F, The relationship between Resilience and burnout among nurses. Journal of Research in Nursing and Midwifery. 11(2). Ansari MI, Ardekani MS, Islamic work ethic and organizational among employees Isfahan University of Medical Sciences Iranian Journal of Medical Ethics and History. 6(2). Azadi S, Azad H, Investigating the relationship between social support and mental health Resilience and self-sacrificing control Ilam universities. Scientific journal of Medical Victim. 3(12). Jokar B, The role of mediating in the relationship between emotional intelligence and general intelligence of Resilience with life satisfaction. Journal of Contemporary Psychology. 2(2). Khalatbary J, The relationship between Resilience and life satisfaction. Journal of Educational Psychology. 1(2). Narimani M et al, Examining the association between psychological hardiness and Resilience with burnout. Beyond the management. 2(8). Qasim M, Hoseyn-chari M, Psychological Resilience and inner motivation - external mediating role of self-efficacy, development psychology. 9(33). Salami SO, The relationship between emotional intelligence and self-efficacy to work attitudes among secondary school teachers in south western Nigeria university of Ibadan Nigeria. Salehi Z, Evaluation the efficacy of progress and self-descriptive fifth grade female students in Tehran District 9. Allameh Tabatabai University. M.Sc thesis. Vadady A, Rezai-Zadeh M, Organizational and turnover of employees. Journal of Business Management. 2(9). Wang P, Westwood B, Iok P, Antecedents of job satisfaction and organization and the mediating role of organizational subculture. University of south Australia. 299