1.0 complete this assignment given. Name NUR FAEZAH

1.0       INTRODUCTION

 

1.1 Group Members

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We
would like to introduce our group members for this assignments. This assignment
requires a group of 4 to 5 members to complete this assignment given. 

 

Name

NUR FAEZAH BINTI
KAMARUDIN

NURFIANA BINTI MOHD
RAMLI

NUR SYAZA BINTI
SAZALIZAN

NURHAKIMAH LAIYINAH
BINTI ALIAS

SITI NOR DIYANA BINTI
MOHD SAFAR

Hometown

Arau, Perlis

Shah Alam , Selangor

Sg Buloh, Selangor

Pasir Gudang, Johor

Kluang,
 Johor

Diploma

Diploma in Applied
Science

Diploma in Photography
& creative imaging

Diploma in Fine Arts

Diploma in Banking

Diploma in Fine Arts

Secondary School

SMKA Arau

SMK Alam Megah 2

SMK TTDI

SMK Sri Rahmat

SMK Kahang Timur

 

 

 

 

 

 

1.2 Overview

 

In this course of HTC 630 Organizational Behavior
for The Hospitality and Food Service Industry, the students are require to
conduct an interview to a chosen organization and complete a report of the
overall experience of the interview with personnel from that particular
organization. Organizational Behavior is the subject that requires a students
to understand the overall organization operation. To be in parallel with the
subject requirement the interview definitely give an advantage to the students
understand about the overall operation within the organization as they gain
primary information from the direct interview and observation with those who
are in organization.

 

1.3
The Chapter and Topic Chosen

 

The
topic we have chosen for the interview is in Chapter 7 is “others contemporary
theories of motivation” focusing on “self- efficacy theory”. In this subtopic
of “self-efficacy” there are several aspect that needs to be concerned of from
managerial and employee perspective. Self-efficacy is all about theory
referring to individual’s belief that he or she is capable of performing a
task. The higher a person in self efficacy, the more confidence that person and
have an ability to succeed. This is very important for managers in handling an
organization. This subtopic also requires the students to review the basic
motivation, assess motivation theories and provide an integrative model that
fits theories together (Organizational Behavior, 2016, p.247).

 

 

 

 

1.4 Background of Organization

 

We
have chosen to conduct our interview at the Starbuck, Kota Kemuning in Jalan Anggerik Vanilla 31/93, Kota Kemuning, 40460 Shah Alam,
Selangor which operate from 7am – 1am. Starbuck started off as small
international brand of franchise over 40 years ago. The concept this organization
is to instill coffee culture in the world population. Starbuck enters Malaysia
in 1998 operated by Berjaya Starbuck Coffee Company Sdn Bhd a licensee of
Starbucks Coffee International (Starbuck Malaysia, 2016).

In
its efforts to adapt as the world rapidly evolves, Starbucks Malaysia
introduced the new drive-thru concept stores with consistency in mind. This new
platform gives customers the option to enjoy their favorite coffee on the go,
or at the store should they prefer to stretch their legs and relax. One of the
branch that provide Drive Thru service is the one that we interviewed in Kota
Kemuning. This Starbuck, Kota Kemuning also provide seat based Coffeehouse
chain known for its signature roasts, light bites and Wi-Fi availability. This branch of Starbuck occupies 14 permanent employee per shift.
Each employee will receive training to follow the standard operating procedure
(SOP) and company’s international policies so that they can maintain the
standard of their customer services and products. The training major purpose is
to develop self-efficacy in each employee for them to be ready to interact with
the customers.

 

 

 

 

2.0 Contents

 

2.1 Literature Review

 

        Bandura, 1994 has mentioned that the
self-efficacy is beliefs on ability to influences events that may affect one’s
life and control over the way these event is experienced. The theory of
self-efficacy refers to personal judgement on their capability to perform the
task and how they deal with the challenges of life or working environment.
Self-efficacy can be related with confidence of a person that has an ability to
be succeeded. In addition, people with high self-efficacy may see the
challenging problem as a task that they need to overcome it, while people with
low self-efficacy likely not to take risk on challenging task or problems and
also they are easy to give up and lose the confidence in their own abilities.
According to (Buchanan, 2016), Albert Bandura has proposed 4 ways to
build up self-efficacy, which are mastery experience, social modelling, social
persuasion and psychology. (SLAUGENHOUP, 2016) has stated that judgement of
self-efficacy can be measured with three basic scales which are magnitude,
strength and generality. Magnitude in basic scale of self-efficacy judgement is
manager or employees itself can measure the level of difficulties in perform
their task in working. While, for the strength they may refer on how they
belief in performing their task in working. Also, for generality refers to the
expectation of manager and employees on how they will perform their task.

 

 

 

2.1.0 Self-efficacy on managers

In
working environment manager has played an important role to create an
environment that has a positive spiral on self-efficacy. (Geraghty, 2013) has stated that managers seeking to
increase the performance of their team should engage in practices that enhance
self-efficacy in their employees and teams. In order to increase employee
self-efficacy, the manager itself needs to know the ability of their employee
which is in term of completing their job task in the organization. As a
manager, they need to make sure that the goals and expectation are clearly and
reasonable communicated (William, 2014). In this case, as
employees itself need to know what are their role and responsibilities in their
workplace with their teammates. So, that it is not only manager responsibility
and role to make sure their employees have high confidence in doing their task.
Manager may acknowledge the performance of their employees frequently, without
saying or stated any expectation, either the employees doing well their task or
not. (William, 2014) has mentioned that manager should hold
a performance appraisal at least twice per year, and use objective and valid
measures of performance.

 

 

2.2
Experience

 

Based on the visit that we have did, we
gained a lot of knowledge about motivation on self-efficacy. We find out
motivation on self-efficacy is very important in an organization. Much can be said about the importance
of motivation in relation to self-efficacy. Firstly, we find that
self-efficacy is the goals that employees choose for
themselves. Self-efficacy
can influence the choices individuals make, degree
of challenge of their objectives and their level of commitment to individual
goals. Employees with low levels of self-efficacy will chose less challenging
goals for themselves but with the motivation from the top management, they also
can enhance their self-efficacy.

Secondly, learning and exerted
effort. Employees learn,
apply exertion at levels steady with their self-efficacy beliefs. Employees
with high self-efficacy will work hard to learn how to perform in the new
tasks, because they are confident that they will be successful. These can help
to simplify the management work to train the employees. But on others hand, the
motivation and more focus will be put more on employees that with low level of
self-efficacy to make them comparable like others employees.

Next, persistence in
which employees attempt new and difficult tasks. Motivation on self-efficacy can
influence employees to persist when engaging with challenging tasks. Employees
with high-self-efficacy will hold on longer in the face of difficult tasks
because they are more sure that they will learn and effectively execute the
task. Different with the new employees and first time worker, they are mostly
having a low self-efficacy that needs more motivation on self-efficacy to
improve themselves to be persist to the challenging tasks rather than avoid the
tasks.

 

Besides that, we found
that the self-efficacy can
influence the physiological experience of stress. Individuals with lower levels
of self-efficacy may encounter more strongly physiological stress reaction in
the face of challenges than those who have higher levels of self-efficacy. This
in turn can influence their execution on the task and the degree to which they
persevere in the face of the challenge. This is why we think motivation on
self-efficacy is very important in every organization to prevent stress among
the employees.

 Lastly, motivation on self-Efficacy
is an approach to work related tasks. Motivation on self-efficacy can
influences on how individuals will approach tasks and challenges in the
workplace. From here, managers will know more about every character of their
employees.

In conclusion, motivations on
self-efficacy are the most central and pervasive that
can influence on the choices employees make and goals they set for themselves.
Self-efficacy also emphatically influences their approach to a task, motivation
to engage in a task, the level of effort they exert, degree of persistence when
facing a difficult task and their performance on the task It
is hence basic that managers seek to enhance self-efficacy in employees in an
effort to improve performance.

 

 

 

 

 

 

2.3 Summary

 

   In our opinion, based on our experience that
we have been through what we can conclude is a
caution about self-efficacy theory is its heavy emphasis on just the process of
motivation, at the expense of the content of motivation. The basic self-efficacy
model has much to say about how beliefs affect behavior, but relatively little
to say about which beliefs and tasks are especially satisfying or lead to the
greatest well-being in employees. The answer to this question is important to
know, since managers might then select tasks as much as possible that are
mostly satisfying, and not only achievable.

Besides that, self-efficacy refers to the
abilities of the employees for success in a given task (Bandura, 1997). It is an
employee’s “I can” or “I cannot” belief. Self-efficacy reflects how confident
employees are about performing a specific task. Self-efficacy beliefs affect
behaviors of an employees through how he or she feels, thinks, motivates
himself or herself, and acts. Self-efficacy influences what activities
employees select, how much effort they put forth, how persistent they are in
the face of difficulties, and the difficulties of the goals they set. Bandura
(1977) posits a mechanism of changing, continuing and generalizing behavior in the
basis of self-efficacy of individuals. Self-efficacy is a key element of
Bandura’s social learning theory and plays a role of connecting goals,
performance and motivation.

It is well documented in the literature that motivation plays an
important role in influencing employees work achievement. Several researchers
(Pintrich, 2000: Pintrich & Schunk, 1996: Garcia, 1995, Bandura, 1986)
found that employees use different motivational strategies in different
learning situations. In general, employees are found to value both intrinsic
and extrinsic rewards. An intrinsically motivated employee might say things
such as “The tasks really challenge me.” Some extrinsically motivated
employees, on the other hand, might say things such as “My main concern is to
get performance appraisal from the manager.” Based upon a vast amount of
literature in the field, we contend that to the extent such rewards are
important to employees and likely to result in some outcome they desire, they
engage themselves in learning so that such rewards can be achieved. When an
employee is not motivated in a particular task, he or she loses a common
outcome to go to work and this results in frequent absences and bad performance
in work (Brewer and Burgess, 2005)

Based on the above literature review, self-efficacy seems to be
associated with motivation, which in turn, boosts the employees’ performance of
the workers. Therefore, we suggest that motivation in learning reflects a means
for activating the ability of employee’s performances achievement, a key aspect
of self-efficacy. Our goal was to examine the effects of motivation on
self-efficacy on the academic performance of employees of an organization.

 

 

 

 

 

 

 

 

3.0  Conclusion

 

In conclusion, motivation in organization is the
most important thing. It is because, the top management in the organization may
seek the potential worker that already has a motivation in their self. While,
even though there is a some of people in the group that may have less
motivation, the management has play their role to motivate their worker. One of
the other contemporary theories in motivation is self-efficacy.