Role Efficacy: Studying the Impact on Employee Engagement, Employee Motivation and Attrition

Role Efficacy: Studying the Impact on Employee Engagement, Employee Motivation and Attrition

Vinita Sinha, Ashy Abraham, Bhavya Bhaskarna, Kevin Xavier, Karthik Kariat
Copyright: © 2014 |Pages: 20
DOI: 10.4018/ijhcitp.2014100103
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Abstract

Several studies have been carried out in the recent past on effectiveness in the workplace in IT sector. Authors and researchers have made in depth studies of the internal dynamics of the organizational structure, organizational culture, organizational learning, managerial behaviour and resistance to change and recommended many methods in negotiating the complex aspects that a specific role is likely to bring to the organization in this sector. With this in view, a study on Role Efficacy has been carried out on major multinational organizations across the IT industry in India. The main purpose of the study was to examine the level of role efficacy in IT companies. A secondary purpose was to investigate the influence of role efficacy on the lines of employee engagement, motivation and attrition. Role Efficacy Scale developed by Udai Pareek (1980) has been used to assess the level of role efficacy possess by the 55 employees of various IT companies in India. The result of this study reveals that above mentioned three issues were widely affected on the middle management in the IT companies. Key finding of the present piece of work is role efficacy has been found to be one of the instrumental factors in determining the level employee engagement, motivation and attrition. The implications of the finding have also been discussed in terms of the culture of organizations of the IT sector.
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Role Making

Role Making is an active attitude towards the role, to define and contribute to it while Role Taking is passive acceptance of responding to others’ expectations. Role making has the following variables.

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