Managerial self-efficacy and discretionary behaviour improving work environment for small firm performance

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dc.contributor.author Sanda, M. A.
dc.date.accessioned 2015-07-24T12:24:47Z
dc.date.accessioned 2017-10-16T11:10:04Z
dc.date.available 2015-07-24T12:24:47Z
dc.date.available 2017-10-16T11:10:04Z
dc.date.issued 2011
dc.identifier.uri http://197.255.68.203/handle/123456789/6659
dc.description.abstract This study explores the self-efficacies and discretionary behaviours exhibited by managers of small Ghanaian firms with the purpose of understanding how the interplay of these two attributes impacted on employee motivation and performances. The selection of participants was guided by the snowballing technique. Data was collected by distributing self-completion questionnaires entailing managerial self-efficacy and discretionary behavior items to 100 study participants who were managers of small firms in two Ghanaian metropolises. The collected data were analyzed descriptively and inferentially using the statistical package for the Social Sciences software. The results show that the managers had strong senses of affective attachment to their firms due to the use of their self-efficacies to generate dynamic influences on their firms’ performances. They also exhibit discretionary behaviours that motivate their employees to work together to achieve organizational goals. The study concludes that the absence of interplay between the managers’ self-efficacies and their discretionary behaviours constrains the efficient and effective performances of their firms. en_US
dc.language.iso en en_US
dc.subject Small firms en_US
dc.subject self-efficacy en_US
dc.subject discretionary behavior en_US
dc.subject work environment en_US
dc.subject firm performance en_US
dc.title Managerial self-efficacy and discretionary behaviour improving work environment for small firm performance en_US
dc.type Article en_US


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