Author

  • Mohammed-Aminu Sanda

    • Department of Business Administration, Technology and Social Sciences, Lulea University of Technology, SE- 97187, Lulea, Sweden
    • Sweden

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.

Keywords

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How to Cite

Sanda, M.-A. (2011). Managerial Self-efficacy and Discretionary Behavior Improving Work Environment for Small Firm Performance. Information Management and Business Review, 2(6), 259-266. https://doi.org/10.22610/imbr.v2i6.906

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Section

Research Paper

Published in

Vol. 2 No. 6 (2011) Leadership, Capital Markets & Digital Enterprise View issue contents

Published

2011-06-15

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