Exploring the influence of individual accountability on employee motivation in a Selected South African steel organisation: The mediator role of self-efficacy

Abstract

Organisations view accountability as essential for achieving and maintaining high organisational and employee performance levels. While historically, accountability research has focused on the macro-perspective of accountability, current research focuses on the individual-perspective of accountability, known as individual accountability. This approach allows researchers and organisations to gain insight into the impact of individual accountability on employee behaviours and outcomes. This study explores the influence of individual accountability on employee motivation using the mid-to-senior management levels of a selected South African steel organisation. The effect of self-efficacy as a mediator in this relationship is also studied. Findings indicate no statistically significant direct relationship exists between individual accountability and employee motivation. However, a positive statistically significant relationship exists between these variables when self-efficacy is included as a mediator variable. This suggests the presence of indirect-only mediation. These findings have several managerial implications. First, formal accountability mechanisms such as disciplinary procedures may have a limited impact on employee motivation to achieve organisational outcomes and expectations within the mid-to-senior management levels of the chosen steel organisation. Second, personnel within the sample population may perceive current leadership behaviours as not supporting and encouraging their workplace autonomy. Lastly, considering the statistically positive impact of self-efficacy in the link between individual accountability and employee motivation, managers within the steel organisation must also focus on developing and maintaining the level of self-efficacy of employees. Based on this study's findings, recommendations have been provided for future research. Suggestions include investigating whether how an organisation and its managers apply accountability mechanisms influences the individual accountability of employees and outcomes like motivation. Furthermore, since this study has been conducted through purposive sampling, additional research is required to determine if the findings of this study extend to employees outside the sample population of the selected steel organisation and to the mid-to-senior management levels within other types of South African companies.