Working in Solidarity Promotes Work Engagement through Work-Related Self-Efficacy


  • Lebbaeus Asamani University of Cape Coast
  • Eugene Yaw Milledzi Department of Education and Psychology, University of Cape Coast
  • Georgina Nyantekyiwaa Boampong Oil and Gas Institute, University of Cape Coast
  • Miriam Danso-Mensah School of Economics, University of Cape Coast
  • Daniel Yeboah Mensah Office of the Vice Chancellor, Monitoring and Evaluation Unit, University of Cape Coast
  • Kweku Arhin Faculty of Educational Foundations, University of Cape Coast
  • Victoria Naamwanuru Department of Water and Sanitation, University of Cape Coast



Occupational self-efficacy, interpersonal solidarity at work, engagement at work, interpersonal relationship, the community at work, university administrative staff


Interpersonal solidarity among members is an important element for the success and smooth operation of any work organisation. However, there is a dearth of research connecting interpersonal solidarity to work-related self-efficacy, and engagement at work. The present study investigated occupational self-efficacy as an intervening mechanism through which interpersonal solidarity could influence work engagement of 179 administrative staff of public universities in Southern Ghana in a cross-sectional survey. The data were analysed with the Hayes Process model for SPSS. The results indicated that interpersonal solidarity predicted both occupational self-efficacy and work engagement. The relationship between interpersonal solidarity and occupational self-efficacy was stronger than that between interpersonal solidarity and work engagement. Finally, occupational self-efficacy significantly mediated the relationship between interpersonal solidarity and work engagement. The paper concluded that interpersonal solidarity and occupational self-efficacy are important elements in individuals’ work engagement. Also, the paper demonstrates the relevance of occupational self-efficacy as a mechanism through which interpersonal solidarity could influence engagement at work. The findings were discussed in the light of the job-demand resource model and the social cognitive theory, and recommendations were proffered for practice and further research.


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