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Self-efﬁcacy intervention, job attitudes, and turnover: A ﬁeld experiment with employees in role transition
D. Brian McNatt , Timothy A. Judge
This study looks at an experiment of college graduates working for the same accounting firm, comparing the results of the effectiveness of self-efficacy intervention on new hires to those being promoted to greater leadership positions in their second year. Only a weak relationship was found when looking at the results of new hires for both job attitudes and turnover, while the second-year employees who were given the intervention showed improvement in job attitudes and retention. Interviews and written communications were used to track the effects of efficacy intervention as well as survey responses to track attitudes. However, the sample size of this study was relatively small and not all transition factors were taken into account. It cannot be confirmed that self-efficacy was the thing which has improved as a result of interventions compelling individuals not to quit.
Self-efficacy intervention increases retention and job attitudes of current employees going through internal job transitions requiring greater responsibility of them. New employees were not affected by these interventions but face other problems in the workforce, begging for a change in self-efficacy intervention and catering toward improvement in managerial approaches to new employees as well as greater consistency in treatment of these employees at the begging stages of employment and thereon.