Employee Self-efficacy Research Articles

How Servant Leadership Influence Employee Service Quality of Fitness Centers During COVID-19: The Interacting Effects of Self-Efficacy.

Drawing on conservation of resource theory, social cognitive theory and person-environment fit theory, this study aims to investigate the impact of servant leadership and self-efficacy on service quality in fitness centers. Cross-sectional data came from 771 employees of fitness center. All participants completed the perceived servant leadership scale, self-efficacy scale and service quality scale. The polynomial regression and response surface analysis techniques were used to investigate the mediating influence and boundary conditions of self-efficacy. Self-efficacy acts as a mediator between servant leadership and employee service quality, with servant leadership having a positive, substantial impact on both. Meanwhile, regarding the relationship, the level of service quality is inversely correlated with the degree to which servant leadership and employee self-efficacy are aligned. The smaller the degree of alignment, the lower the level of employee service quality. The findings of this study can help fitness centre practitioners better improve the service quality of employees through service-oriented servant leadership during the COVID-19 pandemic, thereby contributing to the development of the sports and service industries.

Corporate Social Environment and Carbon Dioxide emissions Reduction impact on Organizational Performance; mediator role of Social Capital

Corporate social and Eco-friendly Co₂ emission environment are essential for a firm's and employees' health. This Study investigates the impact of Corporate social environment and Co₂ emission environment on Organizational Performance the mediator role of social capital. The study used 260 Pakistan stock exchange-listed firms data from 2011 to 2020 and estimated impact through Regression least square method and GMM. Robust least square test used for validity and sustainability of results. The results of Regression least square and GMM confirmed that the Corporate social environment and environment friendly Co₂ emission have high significant positive impact on Organizational Performance. Social capital role as mediator is highly positive significance that enhances employee’s social, environment Co₂ emission activity and firm outcomes; Indicate corporate social environment, eco-friendly Co₂ emission and social capital have intangible potential Capital of a firm and their significant impact on organizational performance. The robustness test results also confirmed the validity and sustainability impact of Corporate social environment, eco-friendly Co₂ emission and social capital on Organizational Performance. Recommendations are cleared and suggest more focus on employees' social and clean Co₂ emission environmental activities essential requirements of organizational performance, support, and motivation because social capital produce employees self-efficacy and enhances Organizational Performance, Firms appealing to more investments and higher financial performance; investors are aware of the importance of social, firm environmental and employees concerns.

Leader Boundary-Spanning Behavior and Employee Voice Behavior: The Job Demands-Resources Perspective.

Drawing on the job demands-resources model, we suggest and test a motivational mechanism that underlies the relationship between leader boundary-spanning behavior and employee voice behavior. Based on the field survey data of 383 leader-employee pairs collected from various organizations in South Korea, the results of our mediation model showed that leader boundary-spanning behavior, as a potential job resource, enhances employee voice behavior by increasing employee self-efficacy. The results of our moderated mediation model also showed that the focal leader's abusive supervision, as a potential job demand, could attenuate the beneficial effect of leader boundary-spanning behavior on employee voice behavior by diminishing employee self-efficacy. These findings highlight the importance of leader boundary-spanning behavior in enhancing employee voice behavior, the roles of employee self-efficacy as a key mediating mechanism, and the focal leader's abusive supervision as a preventable boundary condition within these relationships. Theoretical and practical implications are discussed.

Antecedents and job outcomes from a self-efficacy perspective while working from home among professionals during the COVID-19 pandemic

PurposeWorking from home (WFH) was one of the major changes that occurred in many organizations during the COVID-19 pandemic. This also led to online training being conducted during this WFH period. The present study investigated the role of technology, manager support and peer support on self-efficacy and job outcomes (i.e. training transfer, work engagement and job satisfaction) of employees while WFH.Design/methodology/approachThe study framework incorporated Bandura's self-efficacy theory. Data were collected from 852 employees in India, and structural equation modeling was used to analyze the data.FindingsThe study found positive relationships between ease of technology use, manager support and peer support on self-efficacy and a negative relationship between self-efficacy and technostress. The study also found significant positive relationships between self-efficacy and training transfer, work engagement and job satisfaction. Moreover, the study also identified the moderating effects of WFH and technical issues in the relationships of self-efficacy with training transfer, work engagement and job satisfaction.Originality/valueThe study is novel in that it extended self-efficacy theory regarding the WFH context with influencers such as technology, managers and peers as organizational factors. It also demonstrated the effectiveness of remote working and online training considering the potential antecedents while WFH. Moreover, the study highlighted the simultaneous role of technology and people (managers and peers) in enhancing job outcomes by increasing self-efficacy among employees.

Supervisor knowledge sharing and creative behavior: the roles of employees' self-efficacy and work–family conflict

Abstract Applying conservation of resources theory, we propose a theoretical model that explains how and when supervisor knowledge sharing affects creative behavior. Specifically, this study examines employee self-efficacy as the core intermediary mechanism and work–family conflict as the boundary condition of the indirect effect of supervisor knowledge sharing on creative behavior via self-efficacy. Drawn from a sample of 147 dyads comprising full-time employees and their immediate supervisors, the results of this study showed support for our moderated mediation model. The findings indicated that supervisor knowledge sharing had a significant effect on creative behavior and this influence is mediated by self-efficacy. Furthermore, our study revealed that work–family conflict attenuated the positive supervisor knowledge sharing's effect on creative behavior via self-efficacy. Implications of our findings for theory and practice are discussed.

Unlocking the Power of HR Practices, Work Self-Efficacy, Organizational Self-Esteem, Interpersonal Harmony and Goal Congruence to Mitigate Pandemic Threat

This study aims to investigate the factors that mitigate pandemic threat among employees during pandemic crises. The research framework outlined factors such as human resource practices, work self-efficacy and organizational self-esteem, interpersonal harmony and goal congruence to investigate pandemic threat. In addition, the moderating effect of employee well-being is tested between the relationship of pandemic threat and employee engagement in the workplace during crises such as the COVID-19 pandemic. The research model of this study is based on empirical investigation. Data were collected from employees working in Saudi logistics organizations who had been confronted by the pandemic crisis. For data collection, a purposive sampling approach is adopted. Overall, 223 respondents participated in the research survey. The findings of this study indicate that HR practices, work-related self-efficacy, organizational self-esteem, interpersonal harmony, and goal congruence collectively explain substantial variance (R2 49%) in mitigating pandemic threat among employees. Therefore, prediction power analysis revealed a sizable predictive power Q2 of 31% to predict mitigating pandemic threat among employees. Concerning f2 analysis, it is found that interpersonal harmony has a substantial effect size on mitigating pandemic threat among employees. Theoretically, this research has established a crisis-induced integrated model that enriches the human resource literature. Practically, this research has suggested that HR practices could play an important role in mitigating pandemic threat. Similarly, this study has established that work self-efficacy motivates employees to continue work during crisis and hence needs managerial attention. Moving further, organizational self-esteem brings confidence among employees to deal with unpredictable situations. Therefore, policy makers should pay attention to developing crisis-induced HR practices and enhancing employee self-efficacy, organizational self-esteem, interpersonal harmony and goal congruence, which in turn reduce threat among employees during pandemic crises. This research is valuable because it provides a universal view to policy makers in designing and developing crisis-induced policies that are not only limited to pandemic crises but will also help during natural disasters such as floods, earthquicks and tsunamis.

A study of collective psychological ownership predicted by work environment and mediating role of employee self-efficacy among nursing staff in Oman

A study of collective psychological ownership predicted by work environment and mediating role of employee self-efficacy among nursing staff in Oman

Attitudes toward substance use among females on parole: the effects of relationship quality between parole/probation officers and female offenders

ABSTRACT The relationship between parole/probation officers and female parolees can influence parolees’ successful reentry into the community. Constant and positive contact with parole officers might help parolees avoid problematic behavior. The current study focuses on the reduction in substance use parolees among female parolees as a product of the relationship quality with parole officers. This cross-sectional study used a structural equation model to examine whether relationship quality between parole/probation officers with female parolees predicted attitudes toward substance use avoidance. This study also examined whether criminogenic needs and employment self-efficacy explained the relationship between quality relationships and attitudes toward substance use (N = 226). The results suggest that relationship quality, criminogenic needs, and employment self-efficacy positively related to attitudes toward substance use avoidance. Mediational results suggest that criminogenic needs and employment self-efficacy explained the relationship between relationship quality and female parolees’ attitudes toward substance use. Therefore, establishing a positive relationship with a parole officer might help reduce female parolees’ substance use by increasing employment attitudes and reducing temptations to engage in criminal behavior.

Investigating Motivators for Managing Customers with Food Allergies in Ethnic Restaurants

Food allergic reactions frequently occur in ethnic restaurants. However, effective training materials specific to food allergies have not been readily available to employees. The objectives of the study were to investigate employee self-efficacy, perceived susceptibility, and commitment on the basis of individual and operational factors and what variables, among self-efficacy, perceived susceptibility, and commitment, are associated with the employee's intention to reduce risky behavior when handling food allergies in ethnic restaurants. A total of 256 employees who had or are currently working in ethnic restaurants and had direct contact with food or customers participated in this study through the Amazon Mechanical Turk Web site from October 2020 to April 2021. The statistical analysis results showed that employee self-efficacy, perceived susceptibility, and commitment vary on the basis of gender, food safety certification, training, and availability of menu items for customers with food allergies. In addition, employee self-efficacy, perceived susceptibility, and commitment are positively correlated with employee's risk reduction behavior for food allergies. The results of the study will provide practical guidelines for developing more multidimensional training programs specific to food allergies in ethnic restaurants.

Investigating the relationship between early maladaptive schemas in self-efficacy and work enthusiasm of employees

Background & Purpose: The purpose of the present study was to investigate the relationship between initially incompatible schemas in self-efficacy and the work enthusiasm of employees. Methodology: The current research is applied in terms of purpose and correlational in terms of method. The statistical population of the present study consisted of employees of banks in the 5th district of Tehran. Among these people, 100 people were selected as a statistical sample based on Morgan's table. A questionnaire was used to collect data. The research tools included Yang's maladaptive schemas questionnaire (short form), Scherer et al.'s (1982) self-efficacy questionnaire, and Salona and Shoufeli's (2001) job enthusiasm questionnaire. The collected data were analyzed using SPSS software and Pearson's correlation coefficient for statistical analysis. Results: The findings show a negative correlation between job passion and rejection, poor self-management, and impaired limitation, which is significant at the P < 0.01 level. On the other hand, the relationship between job passion and other areas of orientation and listening to live is insignificant. Also, the correlation between self- efficacy and impaired self-management, other orientation, and impaired limitation is negative and significant at the P < 0.01 level. At the same time, the relationship of self- efficacy with the domains of tinnitus, cutting, and rejection is not significant. Conclusion: The statistical analysis of the data showed that job enthusiasm has a significant negative correlation with the three areas of cut and rejection, impaired self- management, and impaired limitation, but its relationship with the other two areas is not significant. Also, self-efficacy has a significant negative correlation with impaired self-management, impaired limitation, and orientation toward others. This is even though the relationship between self-efficacy and the other two domains, i.e., listening to the bell and cutting and rejecting, is insignificant.

Supervisor Support, Self-Efficacy, and Employee Performance: The Mediating Role of Office De-Clutter

The study aims to test the impact of social support from supervisors and self-efficacy on employee performance through office de-clutter (a mediator) in banks. During the COVID-19 pandemic, the supporting factors (social support and self-efficacy) to de-clutter for maintaining employee performance is a novel contribution to the literature and is supported by the social exchange theory—SET. The employee’s performance can be maintained with lower levels of office clutter (de-clutter). The office clutter can be managed through the availability of managerial social support and employee self-efficacy. The impact of supervisor support and self-efficacy on employee performance is examined through the lens of the social exchange theory. A cross-sectional and quantitative study was conducted with 202 primary responses from bank employees. The responses were recorded using closed-ended questionnaires. A response rate of 73.9% was achieved. Reliability and validity were assessed using Cronbach’s alpha scores and AVE, respectively. PLS-SEM was used as a data analysis and hypotheses testing technique. The results revealed that supervisors’ social support and self-efficacy significantly and positively affect employee performance. Moreover, supervisors’ social support and self-efficacy helped in office de-clutter, further ensuring better performance.

Transformational Style of Leadership and Psychological Capital: The Mediating Role of Work Engagement

Introduction/Main Objectives: This study aims to determine the direct effect of psychological capital on organizational citizenship behavior, psychological capital on work engagement, transformational leadership on organizational citizenship behavior, transformational leadership on work engagement, work engagement on organizational citizenship behavior. An indirect effect of psychological capital and transformational leadership on organizational citizenship behavior by mediating work engagement Background Problems: The times are increasingly rapid and dynamic, especially the challenges faced by companies, especially in developing countries, are getting bigger, and an organization must be able to adapt to environmental changes to survive and grow to achieve the goals of the organization, requiring support from internal and external factors that affect the organization to be managed properly and efficiently. Research Methods: The research method used is review of articles and literature studies sourced from journals and books. Finding/Results: The results of the hypothesis that the direct or indirect effect of psychological capital, transformational leadership, and work engagement on organizational citizenship behavior has a positive and significant impact. Conclusion Transformational leadership contributes to increasing employee self-efficacy, hope, resilience, and a sense of optimism. Transformational leadership and psychological capital are independently related to trust in management and impact individual and organizational performance. Still, they can also moderate each other, which will affect climate of an organization and work engagement.

Transformational leadership, employee self-efficacy, employee innovativeness, customer-centricity, and organizational competitiveness among insurance firms

PurposeThis study aims to assess how employee innovativeness, employee self-efficacy and customer-centricity intervene in the relationship between transformational leadership and organizational competitiveness of insurance firms.Design/methodology/approachThis study was a survey, with data collected using a structured questionnaire. The population was the insurance firms in Ghana, and the target respondents were employees. The sample comprises 218 employees drawn from 19 insurers. Data was analyzed using structural equation modeling.FindingsThis study concludes that transformational leadership had a direct effect on organizational competitiveness. Employee innovativeness partially mediated the relationship between transformational leadership and organizational competitiveness. Employee self-efficacy moderated the effect of transformational leadership on employee innovativeness. Finally, customer-centricity moderated the effect of employee innovativeness on the organizational competitiveness of insurance firms.Research limitations/implicationsFuture studies should pay particular attention to the individual dimensions of transformational leadership (individualized consideration, intellectual stimulation, inspirational motivation and idealized influence), in combination with the other constructs studied.Practical implicationsInsurance is a service industry, which sells mostly unsolicited products. Customer-centricity is therefore very crucial in achieving organizational competitiveness. Attention should also be paid to transformational leadership and employee self-efficacy, as they enhanced employee innovativeness needed for competitive advantage.Originality/valueThis study contributed to the understanding of the relationship between transformational leadership and organizational competitiveness, by identifying employee innovativeness, employee self-efficacy and customer centricity, as intervening variables.

Corporate social responsibility and psychological capital during the COVID-19 pandemic: perspectives from India

PurposeThis paper aims to examine the relationship between employees’ perception of corporate social responsibility (CSR) practices in Indian business organizations and psychological capital (PsyCap) during the COVID-19 pandemic.Design/methodology/approachThis research design is conclusive, descriptive and cross-sectional. An online survey was conducted during COVID-19-related lockdowns in India in 2020–2021, using two standardized research instruments. Data was collected from 154 respondents; correlation and regression techniques were applied using SPSS version 25.FindingsResults indicate that employees’ perception of CSR practices was positively correlated with the components of PsyCap, namely, employee self-efficacy, hope, resilience and optimism. Findings indicate that 57.4% of the variance in PsyCap is explained by employees’ perception of CSR.Research limitations/implicationsStudies may be carried out to examine the difference in PsyCap between organizations having strong CSR vis-à-vis weak CSR. The impact of PsyCap on organizations’ performance during states of disruption and chaos is unexamined so far; studies on the said linkage are thus required. Researchers may also examine whether there is a significant difference in organizations’ PsyCap during crisis and non-crisis conditions. Studies on the linkages between EPCSR and organizational resilience, employee performance and employee engagement during crises, with PsyCap in the moderating role will provide further insights into this area of research.Practical implicationsThe findings imply that having effective CSR policies can help with the conservation and recovery of psychological resources. Employees’ enhanced self-efficacy, hope, resilience and optimism are the benefits of being a CSR-oriented organization as indicated by the study findings. Investing in CSR would therefore be a win–win situation for organizations, as besides giving back to society and building a great public image for themselves, it would also improve organizations’ PsyCap, which in turn would make businesses resilient and better able to navigate through crises.Social implicationsThis study makes a case for a macro- and micro-level focus on PsyCap. Increasing organizational psychological resources makes it possible to lessen the pandemic’s negative psychological toll and enhance workers’ coping abilities. As evidenced in this study, the CSR practice of organizations is one such way toward it. It is thus in the interest of society, organizations and employees that organizations strengthen their CSR and more so during times of widespread crises.Originality/valueExtant literature has mostly examined CSR from the macro-level lens during noncrises conditions, with a focus on external stakeholders and in the context of developed Western economies. This research has a micro-level perspective and focuses on the PsyCap of internal stakeholders, i.e. corporate employees in an emerging market, namely, India. It has been conducted in the background of an unprecedented global economic and mental crisis caused by the COVID-19 pandemic, thus making this study very unique and relevant.

The effect of servant leadership on competitiveness of startups: The mediating role of entrepreneurial orientation and self-efficacy

Startups have different conditions and characteristics than other companies, so the leader, as one of the main elements of the company, can play an important role in properly training employees and discovering new opportunities and leading the company towards competitiveness. Strengthening intangible assets and increasing entrepreneurial behaviors are essential for the success of companies. A servant leadership style that strengthens employee self-efficacy and entrepreneurial orientation can play an important role in effectively leading startups towards better competitiveness. However, empirical evidence for this relationship is scarce. The present study examines the mediating role of self-efficacy and entrepreneurial orientation in the relationship between servant leadership and competitiveness. Data were collected from a sample of 230 start-up employees. Data analysis was completed through a two-stage partial least squares structural equation modeling technique. At the first stage, the measurement model was examined for construct validity and reliability, whereas at the second stage, the structural model and by implication the research hypotheses were tested. The results show that the relationship between servant leadership and competitiveness is mediated positively and significantly through self-efficacy and entrepreneurial orientation. While the direct impact of servant leadership on competitiveness is not strongly supported.

Employee Effects on Organizational Outcomes: Korean Travel Industry

Purpose: This study aimed to identify the structural relationships among the self-efficacy, job satisfaction, organizational commitment, and customer orientation of travel agency employees in Seoul, Korea.
 Design/methodology/approach: Questionnaires were distributed to 250 potential respondents between February 1 and February 20 of 2020. The 225 valid cases were employees at travel agencies in Seoul. Data from the self-ad- ministered questionnaires were used to perform frequency, factor, and regression analyses.
 Findings: The study devised six hypotheses based on a review of the previous literature. The results found that self-efficacy positively influenced organizational commitment and job satisfaction, job satisfaction positively influenced customer satisfaction and organizational commitment, and self-efficacy and organizational commitment positively influenced customer orientation. Unlike previous studies, the validity and reliability of the constructs measuring the underlying factors were tested, and new measurement items were developed. The variation found among the statistical relationships provides support for strategic implications and fundamental data for personnel policies in the travel industry.
 Research limitations/implications: This study’s respondents’ self-efficacy was positively influenced by job satisfaction, organizational commitment, and customer orientation. Future studies may extend samples across the provinces in Korea for a comparative assessment of the results. Also, because the study focused on emotional commitment and do not consider other types of commitment, future studies should include measures of more of the dimensions of commitment to analyze relationships between organizational effectiveness and organization achievements.
 Originality/value: This study provides original and important results on the relationship between organizations and their employees.

Does humble leadership mitigate employees’ knowledge-hiding behaviour? The mediating role of employees’ self-efficacy and trust in their leader

PurposeThe concept of knowledge-hiding starkly contradicts the notions with which it is closely associated, such as knowledge-hoarding and knowledge-sharing. The understanding of the effect of humble leadership on follower knowledge-hiding behaviour is particularly limited, as it is significantly underdeveloped owing to its distinct nature. Ergo, this paper aims to explore the role of humble leadership and its ability to mitigate employee knowledge-hiding behaviour. Moreover, this study aims to investigate the mediating effect of employee self-efficacy and the trust that they have in their leader, based on the relationship between humble leadership behaviour and knowledge-hiding in Jordanian health-care organisations.Design/methodology/approachThis study used a quantitative method, and 260 employees of Jordan’s health-care organisations completed an online self-report questionnaire. Further to this, structural equation modelling was used to test the hypothesised correlations.FindingsAccording to the findings of this study, the leaders who exhibited humble behaviour mitigated their employees’ tendencies to engage in the two dimensions of knowledge-hiding (evasive hiding and playing dumb); however, they increased the tendency to practice rationalised hiding. Furthermore, the self-efficacy of employees and trust in their leader mediated the relationship between humble leadership and employees’ knowledge-hiding behaviour.Originality/valueThis study contributes to the literature by proposing and empirically demonstrating the impact of humble leadership across all three dimensions of knowledge-hiding behaviour, which in turn facilitates new discoveries in a developing country setting. This research expands and sheds light on the theory of humble leadership by proposing a motivational aspect in the negative relation between humble leadership and employees’ knowledge-hiding behaviour: employees’ self-efficacy and trust in their leader.

Strategizing for innovative work behavior in higher education institutions: the role of creative self-efficacy

PurposeScholars have emphasized the antecedent role of personal factors such as creative self-efficacy (CSE) in enhancing innovative behavior in work settings. Existent studies have revealed that individuals with high CSE have the cognitive ability to resiliently exhibit innovative work behavior (IWB). Little is however known as regards the influence of CSE on innovative work behavior in service settings, more so in developing countries. This study sought to establish the antecedent role of CSE on IWB as a multistage process comprising creativity and IWB.Design/methodology/approachThe research adopted a cross-sectional research design to establish the hypothetical influence of CSE on innovative work behavior and collected data at one point in time. The researchers used regression analysis to establish the influence of CSE on IWB using a sample of teaching staff selected from Ugandan public Universities.FindingsThe findings reveal that CSE has a significant effect on creativity as the first step in the innovation process. The results further revealed that CSE has a statistically significant influence on IWB.Research limitations/implicationsThe researchers collected data from public Universities, and the application of the findings may fall short when applied to a setting of private universities. Therefore, future research can consider a setting of private universities to replicate the current study findings. The study was cross-sectional, and yet employees' CSE and innovation behavior may change over time. This study opens grounds for longitudinal research in the same research area.Practical implicationsThe study shapes direction for practicing managers to resiliently strategize for enhancing creative self-efficacy of employees to promote IWB. Specifically, our study indicates that organizations must enhance positive organizational behavior like CSE to enhance employees' ability to resiliently overcome the fear of uncertainty associated with innovation. While devising the intervention strategies geared towards enhancing CSE, organizations need to consider the stage of IWB required whether at creativity or innovation stage of the innovative behavior.Originality/valueThis research is empirically and theoretically valuable. This is an original study to establish a direct causal influence of CSE on creativity and IWB using a sample drawn from public Universities in the context of a developing Country. Theoretically, the study expands on the applicability of the social cognitive theory (SCT) by revealing that the influence of an individual's personality characteristics like CSE varies with the stage of IWB because the tasks involved in the various types of IWB differ and thus the magnitude of influence varies.

PENGARUH EFIKASI DIRI, ETOS KERJA, DAN DUKUNGAN ORGANISASI YANG DIRASAKAN TERHADAP KINERJA PEGAWAI SEKRETARIAT DAERAH PROVINSI BANTEN

<em>This study aims to determine the effect of self-efficacy, work ethic, and perceived organizational support on employee performance. The research method used is descriptive-verificative quantitative method. Analysis of the data used is multiple linear regression. Data were collected using a questionnaire distributed to 91 respondents. The research population was all employees of the Banten Province Regional Secretariat, totaling 1002. The research sample was taken by proportional random sampling with Slovin's calculation, as many as 91 respondents. The results obtained: (a) there is an influence of discipline on employee performance as indicated by the results of the t-test, which is obtained t-count of 8,210 with a significance value (p-value) of 0.000, (b) there is an influence of work ethic on the performance of Secretariat employees. Banten Province, indicated by the t-count value of 4,409 with p-value = 0.001, (c) there is an influence of perceived organizational support on the performance of the Banten Provincial Secretariat employees, indicated by the t-count value of 4,832 with a p-value = 0.000, and (d) there is a simultaneous effect of self-efficacy, work ethic, and organizational support on the performance of the Banten Provincial Secretariat employees, indicated by the F-count value of 131,622 with a significance value (p-value) of 0.000 . The implication of this study is to improve employee performance at the Banten Provincial Secretariat Office, it can be done through increasing employee self-efficacy, employee work ethic, and organizational support felt by the employees. The suggestion that the author conveys is that the Banten Provincial Secretariat Office should improve the performance of its employees, namely by paying more attention to employee self- efficacy, increasing employee work ethic, and positive organizational support felt by employees.</em>

The Effect Of Work Culture And Self-Efficacy On Employee Performance

The success of a company is directly related to the success of its employees. Employees that excel can take the company to the next level. Quality, quantity, efficiency, and effectiveness, as well as the ability to work together with others, are all important components of a successful individual performance standard set by an organization. Workplace culture and employee self-efficacy were examined to see how they affected productivity. This study relies on a quantitative verification method to gather its data. The instrument of choice was a questionnaire. KJP Sugianto Prasodjo has a total workforce of 174 people. 100 employees were chosen at random for the study's sample (random sampling). The data was analyzed with Smart PLS 3.0. There was a significant relationship between work culture and employee performance (p<0.05), as well as between employee self-efficacy and work culture (p<0.05), as well as between these three variables (p<0.05). An improved work culture model is likely to be developed as a result of further research