Motivational Climate and Role Efficacy of Managerial Personnel in Indian Banking and Insurance Enterprises of Public Sector: An Empirical Study

Abstract

Climate represents signals, that are received by the individuals, concerning organizational expectations and organization's facilitators for their roles and potential outcomes of the roles (role efficacy). The degree to which organizational members perceive climate as supportive for their role affect the level of their role efficacy. A motivational component in organizational climate is an important and consistent predictor of role efficacy. Organizational members generally attempt role integration with motivational climate of the organization and the positive effect derived from it enriches their role efficacy. Such kind of observations need to be retested for more valid and wide generalization as survey of earlier researches indicates toward paucity of research on motivational climate and its relationship with role efficacy. The present study is an attempt to fill the research gap. The present study aimed at assessing Motivational Climate in Indian Banking and Insurance Enterprises of public sector and studying its relationship with the role efficacy of managerial personnel using Pareek's MAO (C) and Role Efficacy Measures. 'Dependency' was emerged either as most dominant motive or backup dominant motive across the selected enterprises. 'Role Making' and 'Role Linking' were found at moderate level and 'Role Centering' was found at low level. Motivational climate and the three dimensions of role efficacy were found to have negligible correlation. The findings of the study clearly indicate that unless 'dependency' dominated climate substantially weaken, quite favourable climate required for the role efficacy can not be prevailed. Earlier research also support such findings. There is general agreement that mechanisms by which collective efficacy affects performance is motivational and motivational component is consistent predictor of role efficacy and extra role behaviour such as role innovation and innovative work behaviour. Such extra role behaviour leads to provide intrinsic motivation and that in turn contributes to higher job involvement and hence to organizational effectiveness. Such findings clearly hints to the management practitioners that general management and HR policies should be geared in the direction of facilitating some forms of innovative work behaviour/work role innovation. (PsycINFO Database Record (c) 2012 APA, all rights reserved). (journal abstract)