ABSTRACT
This research aimed to examine the relationship between the level of perceived self-efficacy and level of job satisfaction among healthcare professionals of a Cooperative Mission Hospital. This study used a quantitative correlational research design to determine if there was a significant relationship between healthcare professionals’ level of perceived self-efficacy and level of job satisfaction and to proposed a self-efficacy program based on the findings. Sixty-seven (67) respondents were identified through a random stratified sampling out of the total population of eighty (80). A modified researcher -made survey questionnaire was employed to gathered the data. Findings showed that the level of perceived self-efficacy of the respondents was high across all dimensions and the level of job satisfaction was moderate. There is no significant relationship existed between the level of perceived self-efficacy and the level of job satisfaction indicating that an individual confidence in their ability to perform task effectively does not substantially impact in their level of job satisfaction. Based on these findings, the study recommended a self-efficacy program focusing on motivation, recognition and support for different groups.
Keywords: self-efficacy, job satisfaction, healthcare professionals, Cooperative Mission Hospital, personal factors, behavioral factors, environmental factors, motivator factors, hygiene factors
INTRODUCTION
In the current healthcare environment, professionals are expected to respond effectively to complex and rapidly changing situations. The decisions they make directly influence patient outcomes and the overall quality of care. Achieving high standards in healthcare practice requires not only technical competence but also strong professional confidence job satisfaction, which contribute to effective occupational performance.
Bandura’s (1997) Social Cognitive Theory explained that self-efficacy describes a person’s confidence in their ability to successfully carry out tasks required to reach particular objectives. Similarly, Locke (1976) conceptualized job satisfaction as an evaluative response to one’s job, shaped by how employees interpret and value their work experience.
In the field of human resource management, self-efficacy is recognized as a vital psychological factor that affects employee performance. Based on Bandura’s theory, it reflects individuals’ judgments about their capacity to complete particular tasks under certain conditions. These beliefs influence how much effort they invest, how they deal with obstacles, and which strategies they employ when faced with challenging situations
Job satisfaction on the other hand, refers to employee’s overall evaluation of their work experiences. It influences how healthcare professionals perceive their roles and affects both their confidence and effectiveness on the job. Locke (1976) conceptualized job satisfaction as the positive perception emerges when employees perceive their work as purposeful, appreciated, and in harmony with their career objective
Research demonstrates a significant link between self-efficacy and job satisfaction. Professionals who feel more competent in their roles tend to experience better well-being, greater engagement in their work, and higher performance outcomes (Ghaleh, Mohsenipuya, Hosseinnataj, Al-Mamun, & Mamun, 2024). Conversely, those with lower self-efficacy may doubt their abilities, leading to increased stress, decreased motivation, and difficulties in managing job responsibilities (Bandura, 2018). Over time, these issues can result in lower job satisfaction, reduced performance, and a greater risk of burnout, including reluctance in decision-making and increased reliance on supervisors (Wu et al., 2021).
At Aklan Cooperative Mission Hospital (ACMH), employee performance is evaluated twice a year. However, there has been no formal research to determine whether these evaluations effectively promote staff development or enhance organizational performance. Currently, the evaluation process mainly assesses general work performance without adequately addressing factors such as self-efficacy, job satisfaction, workplace demands, or opportunities for professional growth. Without a more structured, research-informed approach, important workforce issues may go unnoticed, potentially impacting organizational stability and quality of service.
ACMH continues to experience challenges related to maintaining a stable and motivated workforce. Increasing workload demands and occupational stress, may affect both employee morale and institutional continuity. As the responsibilities of healthcare professionals expand in scope and complexity, identifying approaches that strengthen self-efficacy and improve job satisfaction becomes necessary for sustaining professional performance.
Such challenges in staff performance and job satisfaction may directly influence the quality of care delivered to patients and overall clinical outcomes. The limited focus on the relationship between self-efficacy and job satisfaction within ACMH highlights the need for targeted research. Exploring this connection could provide valuable insights to guide hospital administrators in developing initiatives aimed at improving employee retention, professional development, and the quality of healthcare services.
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