Employees who have confidence in their abilities are more likely to engage in ethical workplace behaviour and avoid misconduct, a new study that sheds light on how self-belief influences professional conduct has found.
The research, led by Aston University and published in the journal Personality and Individual Differences, examined data from nearly 50,000 employees across multiple industries. The findings show that self-efficacy — the belief in one’s ability to succeed — has a significant impact on workplace behaviour, encouraging positive actions and discouraging harmful ones.
Employees with High Self-Belief ‘Contribute More’
The study, Self-Efficacy and Nontask Performance at Work: A Meta-Analytic Summary, revealed that employees with higher self-efficacy are more likely to exhibit citizenship behaviours — actions that go beyond their formal job roles. These include helping colleagues, speaking up about workplace concerns and helping to create a positive team culture.
Professor Roberta Fida, lead researcher and professor of organisational behaviour and psychology at Aston Business School, said staff who believed in themselves more were more likely to exhibit positive behaviour at work.
“Our findings demonstrate that self-efficacy is not only a predictor of task performance but also a key factor in shaping an employee’s broader behaviour at work,” she said.
“Employees who believe in their ability to succeed are more likely to take initiative, contribute positively to their teams and resist pressures that could lead to unethical or counterproductive actions.”
A Defence Against Workplace Misconduct
The research also found that self-efficacy acts as a protective factor against negative workplace behaviours such as disengagement, misconduct and aggression. Employees with lower confidence levels were more susceptible to stress and external pressures that could lead to unethical actions.
In addition, self-efficacy appeared to buffer workers from the negative effects of adverse working conditions, suggesting that confidence in one’s abilities can help mitigate stress and maintain ethical decision-making even in challenging environments.
What Can Employers Do?
The findings demonstrate a need for businesses to urge self-efficacy among employees as a means of improving workplace culture. The study suggests that organisations can do this through:
- Leadership Development: Supportive and ethical leadership has been shown to boost employees’ self-confidence, encouraging them to act in line with their values.
- Training and Skill Development: Offering professional development opportunities can increase employees’ belief in their abilities, leading to greater engagement and ethical behaviour.
- Supportive Workplace Policies: Creating an inclusive and empowering work environment can reinforce employees’ confidence and resilience.
Implications for HR and Business Leaders
For HR professionals, the study underscores the importance of investing in employee confidence-building initiatives. By prioritising self-efficacy, companies may see improvements in workplace engagement, ethical behaviour and overall productivity.
“Our study suggests that organisations that invest in developing employees’ self-efficacy are likely to see improvements in both performance and ethical behaviour,” said Professor Fida. “Encouraging self-efficacy in employees is not just beneficial for individuals; it has profound implications for organisational culture.”
With workplace ethics and employee wellbeing becoming central to business success, encouraging self-efficacy may be a key strategy for organisations looking to build a resilient and engaged workforce.