Employee Self-efficacy Research Articles

The Impact of Temporal and Transformational Leadership on Innovation Performance: A Mediation Analysis of Self-Efficacy

Introduction/Main Objectives: Current business growth cannot be optimal if it is not accompanied by innovation performance. This study explores the relationship between innovation performance, temporal leadership, and transformational leadership involving an intervening variable of self-efficacy. Background Problems: The process of transforming management from manual to digital requires leaders to be temporal and transformational to support direct and indirect atmosphere of innovation performance through employees’ self-efficacy. Novelty: Temporal and transformational leadership are like two complementary currency coins in the process of changing from manual management to a digital system. Furthermore, this research has never been carried out, therefore validation is needed. Research Methods: The nonprobability sampling method of the study using saturated sampling involved 85 respondents of the employees of distributor company. The hypotheses were tested using SmartPLS. Finding/Results: The results showed that temporal leadership has a direct significant positive impact on innovation performance and self-efficacy. Additionally, transformational leadership also shows a direct significant positive impact on innovation performance and self-efficacy. This study argues that self-efficacy also shows a significant positive impact on innovation performance. In addition, self-efficacy intervened the impact of temporal and transformational leadership on innovation performance. Conclusion: Temporal and transformational leadership have a beneficial effect in increasing innovation performance and self-efficacy is proven to be a mediation. The practical implication is the need to strengthen leaders to maintain a positive attitude towards employee self-efficacy to carry out innovative performance.

The Relationship between Employee Self-efficacy and Employee Motivation

The purpose of this paper is to explore the relationship between employee self-efficacy and employee motivation. Employee self-efficacy refers to the assessment of an employee's confidence and ability to perform a specific task or achieve a specific goal, while employee motivation refers to the intrinsic or extrinsic factors that stimulate employee behaviour. By reviewing and analysing existing studies, this paper summarises the positive relationship between employee self-efficacy and employee motivation and provides some insights for practical suggestions.

The interactive effects of extrinsic and intrinsic motivations on service recovery performance: the mediating role of self-efficacy

In recent decades, interest has grown in understanding the mechanisms of service recovery performance (SRP) in the hospitality industry. This study introduces an interactive perspective incorporating both extrinsic and intrinsic factors, investigating the roles of inclusive leadership and job autonomy on employee self-efficacy, with self-efficacy mediating their relationships with SRP. Surface acting is proposed as a negative moderator. A sample of 83 supervisors and 350 frontline employees from 8 Chinese hotels completed questionnaires. Data analysis was conducted using PLS-SEM in Smart PLS 4 and regression analysis in SPSS 25. Results show that inclusive leadership and job autonomy contribute to strong self-efficacy and enhanced SRP. Surface acting moderates the relationship between inclusive leadership and self-efficacy but not between job autonomy and self-efficacy. This cross-sectional survey offers practical implications for hospitality managers, providing guidance on fostering environments that promote self-efficacy and enhance SRP. Limitations include reliance on self-reported measures and a cross-sectional design. Future research could explore other moderators and mediators, different industries, and use longitudinal or experimental designs to establish causality.

How does emotional intelligence influence self-efficacy among customer service representatives in Pakistan? Mediatory effects of emotional labour

PurposeThis study intends to explore the influence of emotional intelligence on employee self-efficacy in Pakistan's telecom industry. Besides, it explores the mediating effect of emotional labor (surface acting and deep acting) between them. This study also tests the relationship between emotional labor (surface acting and deep acting) and self-efficacy in the customer care of Pakistan's telecom division.Design/methodology/approachThe study leads forward with a positivist approach to obtain data in two different waves as a time lag study from the big five telecom companies operating in Pakistan. The data was collected from 270 employees working in Customer Services in the Telecom sector.FindingsThe results reveal that there exists a positive relationship between emotional intelligence and self-efficacy in customer care employees in Pakistan's telecommunication division sector. Moreover, emotional labor (deep acting) partially mediates the relationship between emotional intelligence and self-efficacy, and surface acting could not mediate the relationship among the employees of customer care in Pakistan's telecom division.Originality/valueManagement of emotions at the workplace has been an immensely vital area in managing the performance of employees, especially in customer-centric jobs, where dealing with customers is the prime focus and achieving customer satisfaction is the utmost outcome. There is limited evidence of the relationship between emotional intelligence and self-efficacy specifically in the customer care of the Telecom sector.

공공기관 사무직 근로자의 자기효능감이 네트워킹 행동을 매개로 조직몰입에 미치는 영향

The purpose of this research is to identify the effect of self-efficacy of employees in public institutions on organizational commitment and it was verified the mediating effect of networking behavior in this relationship.
 As a result of the study, significant positive correlation was found between the self-efficacy and the organizational commitment of employees in public institutions. And also a significant positive correlation was found between self-efficacy and networking behavior of employees in public institutions. Third, a significant positive correlation was found between networking behavior and organizational commitment of employees in public institutions. In addition, networking behavior was found to have a partial mediating effect in the relationship between self-efficacy and organizational commitment of employees in public institutions.
 The implications of the study are as follows. First, in terms of human resource management, it is necessary to prepare a plan to increase the self-efficacy and emotional commitment of office workers in public institutions. Second, it is necessary to establish an organizational culture so that active networking activities of office workers in public institutions can be carried out. Third, since it has been found that the self-efficacy of office workers in public institutions can have a positive (+) effect on organizational commitment by partially mediating networking behavior, it is necessary to prepare specific HRD strategies and measures considering this.

Variable Antecedents of Employee Performance Election Commission Secretariat East Kalimantan Province

Building a collaborative government requires different types of leadership styles that build and maintain trust among the various groups and individuals involved. The purpose of this study is to analyze the direct influence of servant leadership on the self-efficacy of employees of the General Election Commission (KPU) Secretariat of East Kalimantan Province. The population in this study is employees of the Secretariat of the General Elections Commission (KPU) of East Kalimantan Province. The sampling technique used in this study is using saturated samples, which is a sampling technique when all members of the population are used as samples. The research instrument used in this study is a structured questionnaire and uses a Likert scale to measure the variables used as research objects. PLS can simultaneously analyze constructs formed with reflective and formative indicators. The purpose of PLS is to assist researchers for prediction purposes. There are two model evaluations in PLS, namely the measurement model (Outer Model), which is a model that measures the indicator with its variables, and the structural model (Inner Model), which is a model that measures between one variable and another.

The mediating role of self-efficacy in the relationship between job satisfaction and commitment of employees working in the textile industry

Purpose This study aims to explore the mediating role of self-efficacy and the relationship between job satisfaction and employee commitment. Design/methodology/approach The study is designed based on social cognitive theory. To collect the data, survey method is used in the present study. Questionnaires were distributed to the 75 randomly selected textile industry registered and located in Bengaluru city, India. Employees of 71 organizations participated in the survey. Out of 700 employees who received the email survey, 452 valid responses were considered for the data analysis. To examine the defined research hypothesis, a structural equation model is used. Findings The mediating analysis explored that the direct effect is 0.700, the indirect effect is 0.1730 and the total effect is 0.8731; it indicated that self-efficacy mediates the relationship between job satisfaction and employee commitment. Research also reveals that there is a positive relationship between self-efficacy, employee commitment and job satisfaction of employees working in the textile industry. The proposed measurement model statistics are as follows: CMIN = 2.322; df = 49; GFI = 0.958; AGFI = 0.934; NFI = 0.943; RFI = 0.923; IFI = 0.967; TLI = 0.955; CFI = 0.966. All these indices were nearer to unity. Practical implications The research findings provide insights to the management, practitioners and employers about the status of job satisfaction, self-efficacy and commitment of employees in textile organizations which will help make the strategies to increase the overall performance of the organization by enhancing the levels of job satisfaction, self-efficacy and commitment of textile industry employees. Originality/value To the best of the authors’ knowledge, this is the first study that tests the relationship among self-efficacy, job satisfaction and the mediating effect of self-efficacy of employees in Indian textile industries.

The Influence of Self-Efficacy, Organizational Culture and Spirituality on Work Happiness in Public Companies

The purpose of this study is to ascertain how organizational culture, workplace spirituality, and employee self-efficacy affect pleasure at work. Using the non-probability sampling method, a sample of 300 employees from three different organizations was taken. The measurement tools SHAW (the abbreviated version of HAW), FOCUS (First Organizational Culture Unified Search), GSE (General Self-Efficacy), and SAW (Spirituality in the Workplace) are modified by the author. Confirmatory factor analysis (CFA) techniques are used to test the validity of measuring instruments, and multiple regression analysis techniques are used to analyze data. According to the study's findings, corporate culture, workplace spirituality, and employee self-efficacy all have a big impact on how happy employees are at work. Only four variables support from organizational culture, connectedness and purpose in the workplace from spirituality in the workplace, and self-efficacy have a substantial impact, according to the value of the regression coefficient. It is hoped that it will be essential to examine and develop the scale once more for additional research, as well as to include a number of other demographic parameters including position and salary.

The Effect of Employee Training, Organizational Commitment and Self Efficacy on Employee Performance in the Hospitality Industry

This study examined how self-efficacy, employee development, and organizational commitment affected workers' performance. The sample for this study, which incorporates quantitative research, consists of 70 permanent hotel employees. A saturated sampling approach is used in the sampling process. Techniques for gathering data include surveys, literature reviews, and supplementary secondary data. Validity tests, reliability tests, cross-tabulation tests, correlation tests, determination tests, simple linear regression, multiple linear regression, t-tests, and f-tests with SPSS 26.0 were all used in the data analysis process. The finding of this study demonstrates that organizational commitment, employee training, and self-efficacy are all factors that simultaneously affect employee performance. Employee performance is partially influenced by organizational commitment, employee training, and self-efficacy, but not by either factor alone. 0.647, or 64.7%, for the corrected R square. It is recommended for hotels to improve employee self-efficacy based on the magnitude (self-confidence) indicator. In addition to hotels having to increase employee training based on reaction indicators (participation in hotel activities) and behavior (becoming the best employee), hotels must also increase commitment based on affective indicators (paying attention).

The Effect of Self-Efficacy, Interpersonal Communication and Work Ethics on Sustainable Work Commitment

The objectives of the study were to test and analyze (1) the effect of self-efficacy on sustainable work commitments, (2) the influence of interpersonal communication on sustainable work commitments, (3) the influence of work ethics on sustainable work commitments. This type of research is explanatory research. The research population was all employees of Honda Surya Utama Perkasa Semarang Dealership as many as 123 employees. Instruments used in data collection using questionnaires with Likert scale Analysis techniques using regression models. Research findings that Self-Efficacy positively affects sustainable work commitments. Interpersonal Communication has no effect on continuous work commitment. Work Ethic positively affects the commitment to sustainable work. The implications of the findings of this study show that employees' sustainable work commitment is determined by employee self-efficacy and work ethic. Therefore, leaders in recruiting employees need to assess the ownership aspects of self-efficacy and work ethics.

The influence of self-efficacy and organizational climate on employee performance

In this study, we investigated the relationship between organizational climate, employee performance, and employee self-efficacy. In the study's sample, there were 70 workers. Both multiple linear regression analysis and descriptive analysis were used in this study's data analysis. According to the findings of this study's significant partial test (t-test), the self-efficacy variable significantly and favourably affects employee performance. The value of t arithmetic (2.024) > t-table (1.669) and the organizational climate variable have a positive and significant effect on employee performance, as can be seen from the significance value of 0.000 < 0.05. t-count (2.004) > t-table (1.669) has a positive and significant effect on employee performance.

Supervisor incivility and frontline employees’ performance amid the COVID-19 pandemic: A multilevel moderated mediation analysis

Underpinned by conservation of resources (COR) theory, the study examines how supervisor incivility affects in- and extra-role performance by assessing the intermediary role of self-efficacy of frontline employees (FLEs) and moderating role of person-job fit (P-J Fit) at the store-level in the COVID-19 context. The study samples 366 FLEs from 48 retail stores in India. The findings show that the association between supervisor incivility and FLEs’ in- and extra-role performance through self-efficacy is only strong when the P-J Fit remains weak. The theoretical model backed by empirical findings provides potential value to the existing literature.

How does Corporate Social Environment contribute to firm sustainability

Corporate social environment is essential for a firm's and employees' Sustainability. Corporate social capital is an intangible potential asset of a firm. This Study investigates the impact of Corporate social environment on Firm sustainability the mediator role of social capital. The study used 266 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 has high significant positive impact on Firm sustainability. Social capital has intangible resource of the firm and their role as mediator is highly positive significance that enhances employee’s social activity and firm outcomes. The robustness test confirmed results are valid and sustainable. Recommendations are cleared and suggest more focus on employees' social activities, essential requirements, support, and motivation because social capital produce employees self-efficacy and enhances Firm sustainability, Firms appealing to more investments and higher financial performance; investors are aware of the importance of social, firm environmental and employees concerns.

The Influence of Self–Efficacy and Employee Empowerment on Organizational Citizenship Behavior through Job Satisfaction

The purpose of this research is to form the minds of employees who have low self-efficacy so that they are more productive at work according to gender, age and workload. It also aims to identify and analyze the effect of self-efficacy and employee empowerment on civic organizational behaviour through job satisfaction. Research methodology with a qualitative type of library research. The results of the study are based on the results of the literature review analysis, including indicators of low self-efficacy, which are influenced by the failure to achieve employee welfare and no reward. A work system that is not conducive can influence employee loyalty and dedication to increase awareness at work, motivation, sense of responsibility, and quality in completing each work carried out within a predetermined time limit. Working professionally and loyally is a characteristic of employees who take their work seriously. High seriousness values for employees with maximum work performance can reduce the low self-efficacy of employees. Increasing self-efficacy and empowering employees can improve civic behaviour in organizations. Self-efficacy and employee empowerment help increase employees' self-confidence and abilities in carrying out their duties so that they can more effectively and efficiently contribute to the organization.

Visionary Leadership and Employee Voice Behavior: Mediating Role Of Self-efficacy

Facilitating employee voice behavior has become an area of interest in the human resource management field, and many studies have examined the influence of leadership on employee voice behavior. However, there are limited studies on the relationship of visionary leadership to employee voice behavior. We investigated the relationship between visionary leadership and employee voice behavior, as well as the mediating role of employee selfefficacy. Data were collected through a paper-and-pencil survey completed by 294 supervisor–subordinate dyads in China. Results of structural equation modeling showed that visionary leadership was positively related to employee voice behavior and that this direct relationship was mediated by employee selfefficacy. This study is the first to empirically examine the relationships among visionary leadership, employee self-efficacy, and employee voice behavior, and it provides a new path to link visionary leadership to employee voice behavior.

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.