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The construct of self-efficacy has received increasing empirical attention in the organizational behavior literature. People who think they can perform well on a task do better than those who think they will fail. Differences in self-efficacy are associated with bona fide differences in skill level; however, efficacy perceptions also may be influenced by differences in personality, motivation, and the task itself. This article reviews theoretically the antecedent processes and information cues involved in the formation of self-efficacy. A model of the determinants of self-efficacy is proposed that enhances understanding of both the complexity and malleability of the construct. Determinants that facilitate the most immediate change in self-efficacy are identified, and appropriate change strategies are highlighted. Implications and propositions pertaining to future research are discussed at the end of the article.
Gist et al. (Wed,) studied this question.