Differential Correlates of Group and Organizational Collective Efficacy

Abstract

This study aimed at exploring the role of the context in shaping collective efficacy beliefs, at both group and organizational level, and their differential relationship with organizational commitment. Employees (N = 1,741) of a multinational financial company were administered a questionnaire measuring collective efficacy, perceptions of context (PoC), and organizational commitment. Two facets of collective efficacy were investigated, namely group and organizational, and their respective relationship with PoC and organizational commitment. Group and organizational efficacy were found to be two different dimensions of collective efficacy. Structural equation models supported the hypothesized relationship among variables. Perceptions of top management displayed a stronger relationship with collective efficacy at the organizational level, whereas perceptions of the direct superior were related to collective efficacy at the group level. Organizational collective efficacy had a stronger relationship with organizational commitment than did group collective efficacy.