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Correlates of Collective Efficacy in the Italian Air Force

Authors


  • We are grateful to Gary Latham and Gian Vittorio Caprara for their helpful comments on earlier drafts of this paper. This paper is based on a presentation to the XIII Congress of the European Association of Work and Organizational Psychology.

Laura Borgogni, Faculty of Psychology 2, University of Rome “Sapienza”, Via dei Marsi 78, 00185 Rome, Italy. Email: laura.borgogni@uniroma1.it

Abstract

Military technicians (N= 202) of the Telecommunication Maintenance Unit (TMU), as well as military staff (N= 185) in the Italian Air Force (IAF), were administered a questionnaire measuring self- and collective efficacy, perceptions of context (colleagues, direct superior, and top management), organisational commitment, and job satisfaction. Structural equation models support the hypothesised relationship among variables. Self-efficacy and perceptions of context were related to collective efficacy which in turn was related to organisational commitment and job satisfaction. Collective efficacy was explained by self-efficacy and by perceptions of context. In addition, organisational commitment was explained by collective efficacy, more so than job satisfaction. Perceptions of colleagues, direct superior, and top management were mainly related to job satisfaction.

202 techniciens militaires de l'Unité de Maintenance des Télécommunications ainsi que 185 militaires des Forces Aériennes Italiennes ont rempli un questionnaire portant sur l'efficience personnelle et collective, la perception de l'environnement (les collègues, le supérieur immédiat et le haut de la hiérarchie), l'implication organisationnelle et la satisfaction professionnelle. Des modèles en équations structurales ont confirmé les relations supposées entre les variables. L'efficience personnelle et la perception de l'environnement étaient liées à l'efficience collective qui était elle-même en relation avec l'implication organisationnelle et la satisfaction professionnelle. L'efficience collective procédait de l'efficience personnelle et de la perception de l'environnement. En outre, l'implication organisationnelle dépendait de l'efficience collective, plus que de la satisfaction professionnelle. La perception des collègues, du supérieur immédiat et du haut de la hiérarchie étaient principalement en rapport avec la satisfaction professionnelle.

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