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ived from actual experiences, vicarious experiences or verbal persuasion with situations similar to the own anticipated. However, the influence of imaginal experiences upon self-efficacy is not as strong as the actual success or failure experiences. It is because imagining oneself doing something is less convincing than actually doing it. (Williams, 1995)

Controllability of the task in negotiation such as authority, available information, etc. will affect people＊s psychological conditions which may affect people＊s confidence in handling the issues. The more authority and related information, the more confident of the people are in making decisions. Kary and Babcock (2006) stated that ※confidence is influenced by the degree of control negotiators expect to have over the process.§

2.3.3 Overview of Studies

Previous researches demonstrated that self-efficacy is related to the work-performance measure such as adaptability to advanced technology, coping with career related events, managerial performance, skill acquisition, newcomer adjustment to an organizational setting, and naval performance at sea. These research pointed out that self-efficacy is a reliable predictor of behaviour and performance across a range of independent activities, with better performance seen among those with higher levels of self-efficacy (Stajkovic and Luthans, 1998). Stajkovic and Luthans＊s (1998) research showed that the average correlation between self-efficacy and work-related performance is significant. The task performance may increase for 28% due to the self-efficacy. It is greater than those effects on task performance obtained from goal-setting (10.39%; Wood et al., 1987), feedback interventions (13.6%; Kluger and DeNisi, 1996) and organizational behaviour modification (17%; Stajkovic and Luthans, 1997).

Although the researches on self-efficacy become more and more mature, there are little researches dealing with self-efficacy beliefs on construction negotiations especially on negotiation constraints. Previous study concerned the impact of the self-efficacy on using tactics and outcome in negotiation (Sullivan et al., 2006). The study investigated how self-efficacy affects the way negotiator handle bargaining situations, including their choice of tactics and ultimate performance. It showed that ※people who have confidence in their capabilities with respect to a specific task anticipate a successful performance, focus their thoughts on how they can succeed, and persist in the face of difficulty§ (Sullivan et.al., 2006; Bandura and Cervone, 1983, 1986; Cervone and Peake, 1986). This study is based on one of mediating processes that self-efficacy beliefs exert it influence on behavior (i.e. selection of environment and activities). The research found that the confidence level of using tactics has indirect effect on performance.

However, as mentioned before, self-efficacy beliefs produce effects on people＊s behaviour. Apart from selection process, there is a variety of processes mediate the relation between self-efficacy and performance. For example, self-efficacy beliefs also produce its effects through cognitive, motivational, affective process. (Bandura, 1993; Bandura, 1992). Therefore, self-efficacy beliefs have not only directive influence on the choice, but it can also affect coping efforts that people will expend and they will persist in the face of difficulties (Bandura, 1977).