PADANG — A strong sense of self-confidence or self-efficacy among employees has been proven to yield a major impact on the advancement of financial institutions. Workers who believe in their personal capabilities do not merely perform duties outlined in their formal job descriptions; they are also more likely to display voluntary behaviors that assist colleagues and maintain organizational harmony.
These findings were brought to light in a recent organizational management study conducted by Suharti Nengsi and Yunia Wardi from Padang State University. The research, published in 2026, examined extra-role performance, known as Organizational Citizenship Behavior (OCB), among 170 employees at the Head Office of Bank Nagari in West Sumatra. This initiative is crucial given that regional banking sectors are heavily tasked with serving as dynamic and competitive agents for regional economic development.
Heavy workloads, tight business targets, and demands for error-free services frequently trigger job stress among bank employees. Such emotional strain risks diminishing an employee's concern for their immediate work environment. To mitigate this issue, corporations require an internal psychological boost from their workforce to ensure a supportive work climate remains intact.
To map the relationship patterns among these workplace variables, the research team implemented a quantitative causal approach using Structural Equation Modeling (SEM) through SmartPLS software. Primary data were gathered directly by distributing structured questionnaires to respondents across the head office environment.
The data analysis demonstrated that self-efficacy, job satisfaction, and employee engagement simultaneously exert a positive and significant influence on the emergence of voluntary civic behavior among staff. Employees with high confidence in their competencies were shown to achieve greater job satisfaction and maintain stronger emotional, cognitive, and physical engagement with their institution.
The study also revealed that job satisfaction and employee engagement act as bridges or mediating variables that reinforce the effect of self-efficacy on OCB development. When management provides trust, training, and adequate appreciation, employees reciprocate this positive treatment by delivering extra contributions beyond their core obligations, such as assisting struggling coworkers and proactively protecting the company's reputation.
This research carries tactical implications for banking industry management when formulating human resource policies. Firms are advised not to focus solely on short-term business targets but also to invest in the psychological well-being of their workforce. Efforts to enhance self-efficacy can be realized through measurable competency development programs and constructive feedback from leadership.
On the other hand, employee engagement and satisfaction levels must be consistently sustained by fostering an inclusive work environment, healthy two-way communication, and fair compensation or reward systems. Through the alignment of these psychological factors, corporations can build a loyal, productive workforce base that is fully equipped to support sustainable operational effectiveness.
Author Profile
- Suharti Nengsi: Universitas Negeri Padang.
- Yunia Wardi: Universitas Negeri Padang.
Research Source
Article Title: The Influence of Self-Efficacy on Organizational Citizenship Behavior: The Mediating Roles of Job Satisfaction and Employee Engagement among Employees at the Head Office of Bank Nagari
Journal Name: East Asian Journal of Multidisciplinary Research (EAJMR)Publication Year: 2026
Official DOI:
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