scholarly journals The Impact of Self-efficacy on Job Engagement and Job Performance of SMEs’ Members: SEM-ANN Analysis

2018 ◽  
Vol 13 (6) ◽  
pp. 155-166
Author(s):  
강태원 ◽  
이용숙 ◽  
Yong-Ki Lee
Keyword(s):  
Job Performance ◽  
Self Efficacy ◽  
Job Engagement ◽  
The Impact

Testing the Theory of Communication and Uncertainty Management in the Context of Digital Transformation with Transformational Leadership as a Moderator

2021 ◽  
pp. 232948842110239
Author(s):  
Masaki Matsunaga
Keyword(s):  
Social Support ◽  
Transformational Leadership ◽  
Job Performance ◽  
Self Efficacy ◽  
Relevant Literature ◽  
Uncertainty Management ◽  
Digital Transformation ◽  
Negative Effects ◽  
Positive Effects ◽  
The Impact

Digital transformation provokes a great deal of uncertainty among employees. To gain insights into how employees manage the uncertainty driven by digital transformation and also how leaders can support them, this study has drawn on the theory of communication and uncertainty management (TCUM), which posits that the impact of uncertainty varies by how individuals appraise it and social support enhances positive appraisal. Based on those tenets, the current study advanced the following hypotheses: (a) uncertainty has direct and indirect negative effects on employees’ appraisal of digital transformation, self-efficacy, and job performance; (b) in contrast, direct supervisors’ transformational leadership has direct and indirect positive effects on appraisal, self-efficacy, and job performance; and also (c) transformational leadership moderates the impact of uncertainty. SEM with 4-wave time-separated data ( N = 873 employee-supervisor dyads in Japan) found support for these hypotheses. The obtained findings are discussed with reference to TCUM, transformational leadership, and other relevant literature.

scholarly journals Sustainable Relationship Development between Hotel Company and Its Employees: Linking Job Embeddedness, Job Satisfaction, Self-Efficacy, Job Performance, Work Engagement, and Turnover

2020 ◽  
Vol 12 (17) ◽  
pp. 7168
Author(s):  
Jongsik Yu ◽  
Antonio Ariza-Montes ◽  
Gabriele Giorgi ◽  
Aejoo Lee ◽  
Heesup Han
Keyword(s):  
Job Satisfaction ◽  
Job Performance ◽  
Turnover Intention ◽  
Self Efficacy ◽  
Job Embeddedness ◽  
Job Commitment ◽  
Mediating Role ◽  
The Impact ◽  
The Given ◽  
Practical Implications

This study aimed to investigate the impact of hotel employees’ perceived job embeddedness on job satisfaction, self-efficacy, turnover intention, job performance, and job commitment. The results showed that job embeddedness partially increased job satisfaction, while job satisfaction and self-efficacy reduced turnover intention and increased job performance and job commitment. Furthermore, job satisfaction and self-efficacy were found to play an important mediating role. Therefore, the theoretical framework, based on the results of this study, clearly demonstrated the causal relationship between the given variables, and adequately describes the goals of this study. The theoretical/practical implications are discussed in detail in the conclusion.

Too much of a good thing?: The impact of ethical controls and perceived controllability on salesforce job performance

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Joon-Hee Oh ◽  
Wesley J. Johnston ◽  
Carolyn Folkman Curasi
Keyword(s):  
Job Performance ◽  
Perceived Control ◽  
Self Efficacy ◽  
Ethical Climate ◽  
Theoretical Perspective ◽  
Content Type ◽  
Organizational Ethical Climate ◽  
The Impact ◽  
The Relationship ◽  
Positive Effect

Purpose The purpose of this paper is to attempt to better understand the relationship between organizational ethical climate, the internalization of ethical codes (INT), perceived control and business-to-business (B2B) and retail salesperson job performance. This research develops and tests a model that examines these relationships to better understand the relationship of these variables to salesperson job performance. Design/methodology/approach Using the theory of planned behavior (Ajzen, 2002) as the theoretical lens and survey data from 307 salespeople in the USA, this study examines the relationship between organizational ethical climate, salesperson perceived control and salesperson job performance. This study examines whether this relationship may change with the presence of intervening variables related to a strengthened organizational ethical climate, and examines the relationship between these variables in two different analyses. First, this study examines the differences among retail salespeople as compared to B2B salespeople. Then this study examines the total dataset of salespeople as one sample. Findings The findings show that the positive effect of organizational ethical climate on the job performance of salespeople was reduced significantly when salespersons’ INT and salesperson perceived controllability, were examined in this relationship. Practical implications Organizational controls, such as an ethical climate within a firm, can impact salesperson job performance, especially if the firm’s ethical climate causes the salesteam to feel that it lessens their perceived control. This study found that if the ethical climate reduces the salespeople’s feelings of self-efficacy, that the ethical climate changes can intervene and can significantly reduce the otherwise positive effect of the organizational ethical climate on salesperson job performance. Originality/value From a theoretical perspective, the research is distinctive in its endeavor to better understand the relationship between the role of salespersons’ ethical code internalization and their feelings of self-efficacy and perceived control. This paper then examines how these variables can be influential to the direct effect of organizational ethical control and can impact the job performance of salespeople. The findings contribute to research by advancing our knowledge of how we can enhance the responses of salespeople to an organization’s ethical control, leading to higher customer satisfaction and improved sales performance.

scholarly journals Measuring The Impact Of Trust On Job Performance And Self-Efficacy In A Project: Evidence From Saudi Arabia

2017 ◽  
Vol 33 (5) ◽  
pp. 941-950
Author(s):  
Deepanjana Varshney ◽  
Nirbhay K. Varshney
Keyword(s):  
Saudi Arabia ◽  
Job Performance ◽  
Self Efficacy ◽  
Employee Performance ◽  
Project Team ◽  
Future Research ◽  
Team Members ◽  
Construction Company ◽  
Positive Correlations ◽  
The Impact

The individual’s ability to complete the given task effectively can be termed as Self-efficacy. Employee performance is examined about outcomes and behavior. Job performance determines the quality as well as the quantity accomplished by employees over a period. Trust has been widely used as a mediating variable in previous research and has been found to exhibit positive mediating effects on the variables. In our research, we have investigated the factors (Team-self-efficacy and trust) affecting the project team members’ job performance. We have conducted a study to collect data and test the model proposed on 155 respondents (project team members) of a large construction company at Saudi Arabia. The findings demonstrated that trust partially mediated the relationship between the team job performance and self-efficacy. Additionally, significant positive correlations between the variables were found. There have been several studies examining the variables as discussed in the paper. However, there is a paucity of research on small groups like the project teams worldwide. The significance of the results and future research directions were analyzed and discussed. The importance of the results and directions for future research were also put forward.

scholarly journals The Impact of Knowledge Employees’ Psychological Capital on Their Organizational Employees’ Behaviors: The Relationship Among Human Resource Flexible Management, Psychological Capital and Job Performance

2020 ◽  
Vol 11 (2) ◽  
pp. 39
Author(s):  
Zhuoran Li ◽  
Zhenfeng Ge
Keyword(s):  
Job Performance ◽  
Human Resource ◽  
Self Efficacy ◽  
Psychological Capital ◽  
Work Behaviors ◽  
Positive Effects ◽  
Resource Flexibility ◽  
Flexible Management ◽  
Human Resource Flexibility ◽  
The Impact

Human resource flexibility management, psychological capital and job performance are the core of organizational management. From the existing research, psychological capital as an intermediary variable, and specifically for China's employees as the sample of research less. In this paper, human resource flexibility management, job performance and psychological capital are taken as research variables. A correlation analysis and regression analysis were conducted on the work behaviors of employees. The results are as follows: first of all, human resource flexibility management has a significant effect on psychological capital. Function elasticity, salary elasticity and working hour elasticity are positively related to psychological capital. Secondly, among the direct effects of psychological capital on job performance, self-efficacy, hope, resilience and optimism all have significant positive effects on task performance. Self-efficacy, hope, resilience and optimism all have significant positive effects on Contextual performance. Finally, in the regulatory effect, psychological capital plays an intermediary role between human resource flexibility and job performance.

scholarly journals How Self-Efficacy Drives Job Performance: The Role of Job Anxiety and Intrinsic Motivation

2021 ◽  
Vol 25 (2) ◽  
pp. 190
Author(s):  
Nurlaely Razak
Keyword(s):  
Data Analysis ◽  
Job Performance ◽  
Intrinsic Motivation ◽  
Self Efficacy ◽  
Practical Implication ◽  
The Self ◽  
Tertiary Institutions ◽  
The Impact ◽  
Determining Factor

This study seeks to investigate self-efficacy on job performance through the role of work anxiety and intrinsic motivation. The research sample consisted of 83 employees and ten leaders on the STIEM Bongaya campus, and data analysis used Warp PLS 7.0. This study does not support the hypothesis that the better the self-efficacy, the higher the job performance. So, as a practical implication, self-efficacy is not the main determining factor in determining the value of job performance in tertiary institutions. Interestingly, self-efficacy has a positive and significant effect on work anxiety, and subsequently, job performance is getting better. It was found that the better the self-efficacy, the better the intrinsic motivation, and the better job performance. Hence, the role of work anxiety and intrinsic motivation as a complete mediation variable. The higher the self-efficacy, the higher the anxiety and the higher the job performance, but the impact is not significant or significant. Furthermore, the better the self-efficacy, the higher the intrinsic motivation and higher job performance, but the impact is not significant.

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