Self-efficacy as a resource in managing the engagement of local government employees

Research background and purpose The article analyzes the importance of self-efficacy in shaping the work engagement of local government administration employees. Referring to Albert Bandura’s social cognitive theory and the Job Demands–Resources (JD-R) model, it discusses the relationships between individuals’ beliefs in their own effectiveness and their levels of energy, dedication, and engagement at work. The aim of the study was Explorer tje relationship between sel-efficacy and the declared level of professional engagement, as well as to identify the areas in which local government employees rate their personal effectiveness the highest. Design/methodology/approach The study was conducted using a quantitative method based on the Generalized Self-Efficacy Scale (GSES) developed by R. Schwarzer and M. Jerusalem, adapted into Polish by Z. Juczyński. The sample included 163 employees of a local government administration unit located in southern Poland. Data were analyzed using nonparametric tests (Mann–Whitney U test, Kruskal–Wallis ANOVA, and Spearman’s rank correlation). The measurement of work engagement was exploratory in nature and based on simplified self-assessment by the respondents. Findings The results showed that respondents rated their ability to solve problems and cope with difficult situations the highest, indicating the dominance of the task-oriented component in the structure of self-efficacy.These findings suggest that the ability to overcome obstacles may constitute a potentially relevant personal resource for work engagement in a public-sector context, although no direct, statistically significant relationship was found between overall self-efficacy and declared engagement. Value added and limitations The article contributes to the development of research on the psychological resources of public sector employees, presenting self-efficacy as a potential yet context-dependent factor supporting professional engagement. It also formulates practical recommendations for building a work environment based on trust, cooperation, and appreciation. The study’s limitations include its cross-sectional design, purposive sampling, and simplified measurement of engagement. The obtained results are exploratory and constitute a starting point for further research using the full Utrecht Work Engagement Scale (UWES).