Role of Self-Efficacy and Collective Efficacy as Moderators of Occupational Stress Among Software Development Professionals

Role of Self-Efficacy and Collective Efficacy as Moderators of Occupational Stress Among Software Development Professionals

Reddiyoor Narayanaswamy Anantharaman, Rajeswari K. S., Ajitha Angusamy, Jayanty Kuppusamy
Copyright: © 2018 |Pages: 15
DOI: 10.4018/978-1-5225-3917-9.ch043
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Abstract

Emergence of new professions and novel approaches to work contribute to newer causes of occupational stress. The current study focuses on one such emergent group namely, the software development professionals. An attempt has been made to examine the role of self-efficacy, collective efficacy and perception of control in the study of occupational stress. The data was collected from 156 software development professionals in India. Variables such as self-efficacy, collective efficacy and perception of control using multiple moderated regression revealed that these variables moderate the negative consequences of stress with respect to work exhaustion, organizational commitment and intent to turnover but not with respect to job satisfaction. The results indicate that self-efficacy and collective efficacy have to be strengthened in order to mitigate the negative consequences of stress. The knowledge pertaining to causes of stress can empower individuals and organizations to plan effective stress management interventions.
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Theoretical Background

Recent occupational stress research has explored the role of moderators in stress-strain relationships (e.g., Srinivasan, 1988; Parkes, 1990; Heinisch & Jex, 1998; Jex & Elacqua, 1999). Among them, studies that have given prominence to self-beliefs have demonstrated that stressors are less detrimental when individuals have more positive self-perceptions (Jex & Bliese, 1999). One type of self-belief that has received relatively little attention in the occupational stress literature is self-efficacy (Jex & Gudanowski, 1992; Schaubroeck & Merritt, 1997; Jex & Bliese, 1999) and collective self-efficacy (Jex & Gudanowski, 1992; Jex & Bliese, 1999; Schaubroeck et al., 2000). Self-Efficacy need to be applied to occupational stress because (a) they are likely to have an impact on the way in which employees cope with stressors at the workplace (Stumpf et al., 1987; Leiter, 1991; Jex & Bliese 1999), (b) they influence individuals’ preference for various types of work environment and (c) they determine perceptions of situations as stressors.

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