Role efficacy: A comprehensive study

Pages:159-163
Gopa Bhardwaj, Swati Sharma, and Neeti B. Karnick (Department of Psychology, University of Delhi, Delhi)

A case study in manufacturing giant attempts to capture how potential effectiveness of a role is psychologically tuned along ten dimensions on which efficacy of an employee is defined. Further, how position, age and tenure of employment interact with role efficacy. A combination of quantitative and qualitative approach is followed, where n=28. Managers are seen as leaders and act like role models for the subordinates. Further, managers are high on helping relationship. Both see an opportunity for personal growth in their role. Self- role integration is lesser in managers than subordinates. Subordinates are found to be more reactive. Confrontation is greater for subordinates than managers. Elders are strong on dimensions common to achievers and youngest seems to have politics. Longer tenures exhibits more helping attitude and more confrontation than with smaller tenures. Thus, the dynamism between position, age and tenure seems to have an effect on role-efficacy.