The role of self-efficacy dimensions on organisational commitment: a study of academic staff in Ugandan universities

Abstract

Abstract While self-efficacy is widely recognized as a predictor of organizational commitment (OC), existing literature mainly treats it as a single-dimensional construct, which conceals the specific roles of its underlying sources. Drawing on Bandura’s Social Cognitive Theory (SCT), this study fills this gap by breaking down self-efficacy into four theoretically based dimensions of enactive mastery, vicarious experiences, verbal persuasion, and physiological arousal. The study investigates how each dimension independently affects OC among academic staff in Ugandan public and private universities. Using a cross-sectional survey, data were gathered from 574 faculty members and analyzed through hierarchical regression in SPSS v27. Results show that all four self-efficacy dimensions significantly influence OC, collectively accounting for 14.6% of its variance. Although the modest explanatory power reflects the complex nature of OC, the findings provide a detailed, contextually relevant advancement beyond global self-efficacy models. This research extends SCT by validating its dimensional structure in a non-Western higher education setting. Practically, it provides practical levers for university leaders in resource-limited settings to increase staff retention through targeted interventions in mentoring, feedback, professional development, and well-being support. Finally, the findings of this study helps develop more accurate, culturally responsive strategies for improving OC in African higher education.