Role of Self-Efficacy in Hiring Fresh Talents - A Study of Marks and Spencer

This dissertation proposal explores the relevance of self-efficacy in human resources and its role in the hiring and selection process. It aims to analyze whether self-efficacy should be considered as an integral recruitment tool in hiring fresh talents, with a specific focus on Marks and Spencer. The objectives include evaluating the impact of self-efficacy in human resources development, identifying personality traits for recruitment, and suggesting learning methods to develop self-efficacy.

DISSERTATION PROPOSAL FORM
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Name Student Number
Course Human Resources Management
and Development
Provisional Title of Dissertation.
To analyses self-efficacy should be considered as an integral recruitment tool in hiring
fresh talents – A study of Marks and Spencer
Relevance of Self-Efficacy in Human Resources and the role it can play in hiring and
selection process.
Yes, this topic assists in developing understanding related to the importance of self-
efficacy for hiring and selection process. In the organisation employee empowerment, is
depends on boosting staff self-efficacy beliefs so that they have the confidence to
accomplish their task successfully.
Introduction
Self-efficacy (one's belief in one's capability to perform a task) affects task effort,
persistence, expressed interest, and the level of goal difficulty selected for performance.
Despite this, little attention has been given to its organizational implications. This paper
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reviews the self-efficacy concept and then explores its theoretical and practical
implications for organizational behavior and human resource management.
Aims /Objectives
Aim
To analyses self-efficacy should be considered as an integral recruitment tool in hiring
fresh talents – A study of Marks and Spencer
Objectives
1. To evaluate the impact of self-efficacy in human resources development
2. To identify a series of personality traits which can be used as a guideline to
identify high level of efficacy in recruitment process while hiring fresh talents.
3. To suggest learning methods to develop self efficacy.
Literature review
Han and Froese, (2010) stated that there is a different type of perception that is
carried out by individuals, at the time of interview candidates are selected on the basis of
quality and the skills they possess. However, it is identified that with self-efficacy
candidates are selected. This is a process that is slowly developed with the attitude that is
carried out by individuals at the time of interview. The positive attitude that is carried out
enables the interviewer to develop a sense of self-efficacy. There is a positive impact on
self-efficacy (Raelin, Bailey and Whitman, 2014). It also includes negative impact as
well. When the help of self-efficacy, individuals are able to get the job. On the other
hand, negative impact is over the interview when the candidate selected fails to cover the
tasks that are expected to be performed by him/her. According to a Han and Froese,
(2010) well- established predictor of peoples’ behavior and performance is their self
efficacy expectation, defined as beliefs in one’s capabilities to organize and execute
courses of action in the firm.
According to the view Pearce, C. L. (2004) of Providing a bigger and a better picture of
their goal. Recruiters should be able to provide a larger goal along with the graduates’
personal goal of growth. The personal and the professional growth should align with each
other). Giving the required training is yet another way, as fresh graduates are usually open
towards learning. they get to proper training and the opportunity to get involved in
significant projects, it will be easier to retain them.
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Author state that Pearce, & Sims, (2000) Self-efficacy is the belief in one's capabilities to
organized and execute the course of action which is required for managing the different
situation. Human resources play the significant role within an organization as they need to
make policies for employees and need to hire skilled candidates who can work effectively
within an organization. Self-efficacy has three dimension magnitude, that is difficulty in
the task and an individual believes that it can attain the conviction regarding magnitude as
strong or weak.
Research Questions
 Is Self–Efficacy really important to an individual for their personal and
professional success? If yes, How? If no, Why?
 Is there a relation between self-efficacy and confidence levels? If yes, How? If
no, Why?
 Is Self –Efficacy a key factor that motivates an individual to pursue his/her life
pursuits beyond education, acquired skills-sets, and experience levels? If yes,
How? If no, Why?
 Can an individual develop self–efficacy? If yes, How? If no, Why?
Methodology
Flyvbjerg (2006) says that when involving two research methods with each other like
qualitative and quantitative then contributes to analyse particular case study in proper and
scientific manner. Apart from this, when a specific case study is considered then explains
innate causality as compared to the random sampling of large scale. This argument is
stated on the basis of generally two perspectives which are like understanding and action-
oriented. As per the views of the author, it can be said that disciple without the various
exemplars in the research create a negative impact on the proper analysis of problem
statements. Further, discipline must be proper along with the exemplars in the workplace
of carrying out research.
Data collection
All the information will he collected from primary and secondary sources.
Therefore, in the present research data and information required will be collected with the
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help of qualitative methods and tools. In this, data will be in the form of only theoretical
as compared to numerical. Further, data will be collected with the help of questionnaire
method where Likert scale kind of questions will be made and distribute to the manager
of Marks and Spencer.
Sampling:
Sampling is the process of selecting sample from the entire population. For selecting a
sample size purposive sampling method will be used in which questions will be asked
from the 10 manager of Marks and Spencer.
Data analysis
In order to make analysis of the information collected, statistical tool like hypothesis test
will be applied on the data set. On the basis of this analysis performance as well as views
on the leaderships will be evaluated. Apart from this, with the help of conducting
interviews data will be gathered due to providing an additional elucidation. All the
collected information will be presented with the help of themes and charts
access guaranteed.
For asking question from manager permission will be taken from Marks and Spencer.
Foreseen Limitations
In order to conduct the present research, some limitations can be seen which are related to
collecting data and analyse them in a proper manner. If the data and information provided
by targeted people are not valid then create a negative impact on the whole study. Apart
from this, data collection through questionnaire is little more time consuming which
affect the deadline of project completion.
Research Timeline
Activities 1st
Week
2nd
Week
3rd
Week
4th
Week
5th
Week
6th
Week
7th
Week
8th
Week
9th
week
10th
Week
Formation of
the research
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proposal
Making the
objectives
and aim
Developing
research
questions
Identifying
and selecting
method of
data
collection
Literature
review
Designing
Research
Methodology
Collecting
primary
data
Data
analysis
Finding of
collected data
Recommenda
tions and
conclusion
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What facts or information will you need to gather? How will you access these?
Theoretical evidence relating to Self efficacy and how it influences confidence and
motivation levels?
To validate its role by interviewing successful individuals who have dealt with various
talents in different fields and to find out the influence of self–efficacy.
To which subject area(s) is this proposal - in your view - most strongly related?
Resourcing, Learning and Talent Management ( Hiring And selection Process )
Pearce, C. L. (2004). The future of leadership: Combining vertical and shared leadership to
transform knowledge work. The Academy of Management Executive, 18(1), 47-57.
Pearce, C. L., & Sims, H. P. (2000). Shared leadership: Toward a multi-level theory of
leadership. In Advances in interdisciplinary studies of work teams (pp. 115-139). Emerald
Group Publishing Limited.
Raelin, J. A., Bailey, M. B. and Whitman, D. L., 2014. The gendered effect of cooperative
education, contextual support, and self‐efficacy on undergraduate retention. Journal of
Engineering Education, 103(4), pp.599-624.
Han, Z. and Froese, F. J., 2010. Recruiting and retaining R&D professionals in
China. International Journal of Technology Management, 51(2-4), pp.387-408.
BIBLIOGRAPHY
https://webcache.googleusercontent.com/search?q=cache:Qk2zOyhGOXMJ:https://
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+&cd=2&hl=en&ct=clnk&gl=in
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http://webcache.googleusercontent.com/search?
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hiring+&cd=4&hl=en&ct=clnk&gl=in
http://eprints.bournemouth.ac.uk/28174/1/KICHUK%2C%20Aliaksei_Ph.D._2017.pdf
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