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    Please use this identifier to cite or link to this item: http://tkuir.lib.tku.edu.tw:8080/dspace/handle/987654321/77283

    Title: Investigating the effects of self-efficacy on foodservice industry employees’ career commitment
    Other Titles: 探討自我效能對於餐飲服務人員生涯承諾之影響
    Authors: Niu, Han-jen
    Contributors: 淡江大學管理科學學系
    Keywords: Careercommitment; Self-efficacy; Foodserviceindustry; Motivation; Work identification
    Date: 2010-12
    Issue Date: 2012-06-14 10:32:06 (UTC+8)
    Publisher: Kidlington: Pergamon
    Abstract: Compared to workers in other kinds of occupations, such as technology services, foodserviceindustry workers face much higher psychological pressure with relatively lower pay. In an ideal foodserviceindustry, the human factor should not be neglected. With a relatively high turnover rate, understanding the psychological needs and conditions of foodserviceindustry workers would be helpful for the organizations and management to allow them to react properly and effectively. Previous research indicates that careercommitment is the factor which most affects turnover rate. Researchers have discussed numerous motivation factors affecting careercommitment, but they have not examined the relative contributions of self-system, i.e. individuals exercising control over their thoughts, feelings and actions. Among the beliefs with which an individual evaluates the control s/he has over his/her actions and environment, self-efficacy beliefs are the most influential arbiter of human activity. This empirical study examines the relationship between self-efficacy and careercommitment in the foodservice sector. ANOVA of survey data from 1025 foodserviceemployees supported the relationship between self-efficacy and careercommitment. A chi-square test found that high self-efficacy degrees indicate a higher level of careercommitment. Our findings suggest that the higher an employees’ self-efficacy, the higher their careercommitment will be.
    Relation: International Journal of Hospitality Management 29(4), pp.743-750
    DOI: 10.1016/j.ijhm.2010.03.006
    Appears in Collections:[Department of Management Sciences] Journal Article

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