In 1999, the Institute of Medicine approximated that 44,000–98,000 people die each year from medical errors. Consequently, hospitals grapple with ways to improve their culture of safety through increased job training. The problem is that, beyond job training, healthcare organizations fail to help their employees connect self-efficacy to their job responsibilities. This might improve the individual employee performance, the culture of safety, and thus minimize medical errors. Grounded in the social cognitive theory of Bandura (1977), this qualitative phenomenological research used an open-ended instrument to explore the relationship of self- and system efficacy to nursing/physician job performance and its precedence to healthcare culture of safety. The instrument used loosely adapted questionnaire items from the Agency for Healthcare Research and Quality. The research method combined the qualitative purposive probability and a form of snowball sampling method in which the researcher must first find some information-rich participants, who then assist in recruiting others, fit for this study. Sixteen information-rich key informants, knowledgeable in the issues explored in order to enter the world of their experience, were interviewed (Creswell, 2007). The quest was to understand and describe empirical evidence that may help hospitals improve patient safety, while integrating the self-intentioned human performance feature into their organizational structure. The conclusions show a strong correlation of physician/nurse job performance to self-efficacy and how this positively contributes to healthcare culture of safety. Optimal healthcare performance and the minimization of medical errors cannot be achieved by strategies and job training alone; these efforts must find integration in individual self-efficacy.