International Journal of Research Studies in Management
CollabWritive Special Issue
2024 Volume 12 Issue 15
Available Online: 8 November 2024
Author/s:
Zheng, Tianyi
Graduate School, Lyceum of the Philippines University – Batangas, Philippines
Abstract:
This study conducted a survey among 493 valid participants (initially recruited as 512) from various types of banks in China, aiming to explore the relationships among self-efficacy, work motivation, and work values. The survey results indicate that the gender composition of the study participants aligns with the gender distribution of bank employees, demonstrating a reasonable distribution. In terms of gender and age, no significant differences were observed in self-efficacy, work motivation, or work values. Further analysis reveals that participants with lower annual incomes exhibit higher self-efficacy and higher extrinsic motivation compared to those with higher incomes. In terms of correlation, self-efficacy shows a significant positive correlation with the overall scale and its subscales of work motivation; similarly, a significant positive correlation exists between the overall scale and its subscales of work motivation and work values. Additionally, self-efficacy demonstrates a significant positive correlation with the overall scale and its five subscales of work values. However, in regression analysis, self-efficacy has a significant negative impact on work values, while work motivation, especially extrinsic work motivation, has a significant positive impact. Based on these important findings, this study has designed an intervention program aimed at enhancing career development and job satisfaction by improving self-efficacy. This program has been validated and evaluated by the bank’s human resources department prior to implementation.
Keywords: bank employees, self-efficacy, work motivation, work values
DOI: https://doi.org/10.5861/ijrsm.2024.1310
Cite this article:
Zheng, T. (2024). Self-efficacy, work motivation, and work values among bank employees. International Journal of Research Studies in Management, 12(15), 157-188. https://doi.org/10.5861/ijrsm.2024.1310