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struction industry can be also measured for the perception of self. For example, whether negotiator thinks that both parties are satisfied with the negotiation outcomes and whether the relationship can be preserved.

The former studies in construction claims, which related to the improvement of negotiation, mainly focus on the negotiation principles, styles, techniques and information system. Glaser (1982) has studied the negotiating style model. Nierenberg and Ross (2003) offer some skills for negotiation success. Ren et al. (2003) has developed a multi-agent system for construction claims negotiation model to resolve the inefficiency problem. However, few researches study the negotiation, especially negotiation in construction industry, in psychological perspective.

2.3 SELF-EFFICACY THEORY

Self-efficacy theory is an aspect of a more general social cognitive theory. In the past decade, it has generated many researches in clinical, social, and personality psychology. In the negotiation aspect, Sullivan et al., (2006) has pointed out that the self-efficacy influences negotiators to choose tatics, which, in turn, indirectly influence negotiator outcomes. Indeed, some research on self-efficacy has indicated that efficacy beliefs affect performance levels through their impact on ambitious goal setting, efficiency in dealing with problems, and investment of effort and persistence (Wood and Bandura, 1990; Bandura, 1997). In this section, a social science theory 每 self-efficacy theory is discussed and the factors that enhancing the self-efficacy are investigated.

2.3.1 Definition

Self-efficacy was originally defined as a rather specific type of expectancy concerned with one＊s beliefs in one＊s ability to perform a specific behavior or set of behaviors required to produce an outcome (Bandura, 1977).

However, the definition of self-efficacy has been expanded. It refers to ※people＊s beliefs about their capabilities to exercise control over events that affect their lives§ (Maddx, 1995; Bandura, 1989) and their ※beliefs in their capabilities to mobilize the motivation, cognitive resources, and courses of action needed to exercise control over task demands§ (Maddx, 1995; Bandura, 1990) Thus, self-efficacy judgments are concern ※not with the skills one has but with judgments of what one can do with whatever skills one possess§ (Maddx, 1995; Bandura, 1986)

Bandura (1992) further defined perceived self-efficacy as ※people's beliefs about their capabilities to produce designated levels of performance that exercise influence over events that affect their lives. Self-efficacy beliefs determine how people feel, think, motivate themselves and behave§.

2.3.2 Factors that Affecting Self-efficacy

Bandura (1977, 1986) has suggested four principal sources of information affecting perceptions of self-efficacy: performance accomplishments, vicarious experiences, verbal persuasion, and emotional arousal. Williams (1995) had suggested additional source of efficacy information which are imaginal experiences.

Performance accomplishments is based on personal mastery experiences. It is the most influential factors. Successful experiences at a task will enhance self-efficacy for that task while the failure experiences will diminish self-efficacy. The effect of success or failure depends on the timing and the total pattern of