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Advances in Social Sciences Research Journal – Vol. 9, No. 12

Publication Date: December 25, 2022

DOI:10.14738/assrj.912.13555. Al-Zubaidi, R., Ariffin, K. A., Raqee, A., Abdulsamad, A., Ismail, I. S., & Ahmad, K. A. (2022). The Effect of Self-efficacy on Sustainable

Development: The PetroMasila in Yemen. Advances in Social Sciences Research Journal, 9(12). 35-49.

Services for Science and Education – United Kingdom

The Effect of Self-efficacy on Sustainable Development: The

PetroMasila in Yemen

Razi Al-Zubaidi

Engineering Faculty, UPM, Malaysia

Mohd Khairol Anuar Bin Mohd Ariffin

Engineering Faculty, UPM, Malaysia

Ali Raqee

Engineering Faculty, UPM, Malaysia

Akram Abdulsamad

Faculty of Economics and Political of science

University of Aden, Yemen

Mohd Idris Shah Ismail

Engineering Faculty, UPM, Malaysia

Kamarul Arifin Ahmad

Engineering Faculty, UPM, Malaysia

ABSTRACT

This research addresses the mechanism that the components of self-efficacy impact

the sustainable development efficacy among employees of PetroMasila in Yemen.

The methodology of the current study was quantitative. The online questionnaire

was utilized to collect data from 342 employees who are working in the department

of project management. The data analysis was conducted by the Structural Equation

Model (SEM) in Smart-PLS Software. The findings of this study indicated that all

components of self-efficacy, namely past performance, vicarious experiences,

verbal persuasion, and emotional cues, have a significant and positive influence on

the oil industry's sustainable development effectiveness. The model of research

explained 45% of the whole variance in sustainable development efficacy.

Furthermore, this study discusses the limitation and future studies.

Keywords: Past Performance, Vicarious Experiences, Verbal Persuasion, Emotional Cues,

self-efficacy, Sustainable Development, Yemen, PetroMasila.

INTRODUCTION

Sustainability development has captured the attention of academics in the field of management.

This is due to the scholars' growing interest in the creation and provision of new managerial

practises and sustainability principles, which are at the forefront of managers' thoughts [1, 2].

Sustainable development refers to a change process defined by harmonious resource

exploitation, supply of investments, and orientation toward technical growth, as well as

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Advances in Social Sciences Research Journal (ASSRJ) Vol. 9, Issue 12, December-2022

Services for Science and Education – United Kingdom

institutional reforms aimed at increasing the present and future needs and aspirations of

mankind [3]. In addition, Trindade, Hinnig [4] defined sustainable development as the

individual's efforts to create a world that is economically, ecologically, and socially harmonious,

and in which future generations may flourish.

On the other hand, the majority of organizations attempt to enhance their human resources in

order to increase their productivity and effectiveness. Self-efficacy is one of the most often

employed attributes by decision-makers to motivate employees to demonstrate their talents

during the work cycle [5]. Self-efficacy is the most valuable feature in human resource

departments that decision-makers utilise to attain corporate goals. Self-efficacy refers to the

degree to which an individual believes in his or her own skills to complete a certain task. In

recent years, the use of self-efficacy has mirrored the high rate of performance improvement in

any [6]. Bin Hasan, Bin Hossain [7] demonstrates that decision-makers in every business

emphasise self-efficacy to motivate individuals to accomplish corporate goals.

Cerezo, Fernández [8] shown that the workforce demands a high level of self-efficacy for

learning, responsibility, and dedication. Chen, Li [9] shown that there is a favourable

association between staff commitment (representative, occupation orientation, and

organisational orientation) and high-level self-efficacy perception, but non-aligned staff has a

lower self-efficacy level. Govindan, Shankar [10] discovered that self-efficacy is a work

regulator and might be a factor in enhancing organisational commitment, since it reduces the

propensity to quit the company.

On the other hand, Haddad and Taleb [5] assert that self-efficacy is a necessary factor in

determining an employee's ability to function in an organisation. It is classified to permit

workplace verbal persuasion and emotional signals. In addition, the employee's earlier success

helps organisations create fresh chances for new employees. Furthermore, some companies

suffer from employing family, which influences the selection criterion for personnel [11].

According to Holleb [12], some organisations disregard the amount of expertise of their

employees in order to achieve leadership satisfaction. This leads to the rise of corruption by

allocating unqualified workers to positions requiring high efficiency.

On the other side, Lunenburg [13] indicated that some businesses do not integrate credentials

in the personnel selection process and do not utilise social persuasion, which impacts the social

element of sustainable growth. Moreover, many firms do not emphasise self-persuasion

throughout the selection process. It also resulted in less opportunities to increase self-efficacy

[5]. In turn, a lack of self-efficacy severely impacts sustainable growth.

In industrialised nations, several studies have been conducted on the components of self- efficiency. For instance, Yang, Guo [14] imply that a person's job performance is likely to

improve if he or she has a solid foundation in the particular activity; these fundamentals enable

a person to work, create, and communicate successfully in the work environment. While Wang,

Tian [15] noted that when a worker observes another worker completing a job, self-efficacy can

also be strongly influenced by the vicarious experience of witnessing a model. Individuals

evaluate their own talents based on their observations of others performing similar jobs. Hou,

Wu [16] hypothesised that persuasion may exaggerate people's self-efficacy perceptions above