Factors Affecting Self-efficacy and Innovative Work Behavior: A Case Study of the Office of the Permanent Secretary, Ministry of Energy
Keywords:
Self-efficacy, Innovative Work Behavior, Ministry of EnergyAbstract
The purpose of this study was to examine the factors affecting self-efficacy and innovative work behavior, with a specific focus on mastery experiences, open-mindedness, job rotation, and social persuasion as antecedent variables. Additionally, this study investigated the mediating role of self-efficacy in the relationship between these antecedents and innovative work behavior. The research methodology was a quantitative research with survey method using questionnaires for data collection. The sample consisted of 230 government officers holding general positions and knowledge worker positions at the Office of the Permanent Secretary, Ministry of Energy. Descriptive statistics, including frequency, percentage, mean, and standard deviation, were used for data analysis. Due to hypothesis testing, partial least squares structural equation modeling (PLS-SEM) was used as inferential statistics. The research results indicated that mastery experiences, open-mindedness, and social persuasion had a significant positive impact on self-efficacy. Moreover, self-efficacy exhibited a statistically significant impact on innovative work behavior at the 0.01 level of significance. However, job rotation had an insignificant impact on self-efficacy at the significance level of 0.05. Furthermore, self-efficacy acted as a mediator in the relationship between antecedent variables and innovative work behavior at the 0.01 significance level. The findings of this study can be applied to foster innovative work behavior within organizations, enabling employees to work more efficiently and sustainably achieve the organizations’ objectives.
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