The Mediating Effect of English Self-efficacy on the Relationships between Motivation to Learn, Intention to Share Knowledge, and Job Performance Among Military Personnel

2021 ◽  
Vol 7 (2) ◽  
pp. 228
Author(s):  
Siti Haizam Mohd Zin ◽  
Mohammad Nazri
Keyword(s):  
Job Performance ◽  
Military Personnel ◽  
Self Efficacy ◽  
Military Training ◽  
Armed Forces ◽  
Mediating Effect ◽  
Future Research ◽  
Positive Interactions ◽  
Motivation To Learn ◽  
The Relationship

Extensive research on the relationship between employees' use of English in the workplace and their job performance has revealed that the use of English at work leads to increased job performance and positive interactions among staff. In relation to this, a good command of English among military staff, especially officers, is of great importance to the Armed Forces, as military personnel often serve abroad and need to be proficient in communicating their instructions and orders to a foreign team. Previous research has also shown that self-efficacy is a significant predictor of job performance; however, the role of self-efficacy in learning English language skills has not been widely explored as mediator in the relationship between motivation to learn, intention to share knowledge, and job performance. Therefore, this paper aims to develop a conceptual framework that can be used to improve the understanding of English self-efficacy and its relationship with employees’ motivation to learn, intention to share knowledge, and capability to complete a given task. This framework informs and guides future research that will test the hypothesized relationships. The findings would assist the English Department of the Education Directorate of the Malaysian Armed Forces to design or revise military training syllabi and approaches.

The Relationship between Mentoring Functions and Employee Performance: Mediating Effects of Protégé Relational Self-Efficacy

2021 ◽  
Vol 2 (2) ◽  
pp. 187-204
Author(s):  
Muhammad Shoukat Malik ◽  
Muhammad Kashif Nawaz
Keyword(s):  
Self Efficacy ◽  
Employee Performance ◽  
Mediating Effect ◽  
Citizenship Behavior ◽  
Future Research ◽  
Relational Self ◽  
Mentoring Functions ◽  
Conventional Banks ◽  
The Impact ◽  
The Relationship

Organizational scholars concurred that positive workplace relationships with others can helps employee to gain from these relationships but, they lack insights into how or why this occurs. Moreover, the relationship dynamics focus on what the relationships provide without considering the how these relationships initiated, builds and maintains. To line of this, the current study aims to find the impact of mentoring functions (career, psychosocial, role modeling) and employee performance (career success, organization citizenship behavior, and job performance) via mediating effect of relational self-efficacy. For this purpose, the data were gathered from 310 branch banking employees of Pakistani conventional banks. PLS-SEM was used for data analysis. The results indicate that there is direct relationship between mentoring functions and employee’s performance. Moreover, the finding also shows that employee relational self-efficacy mediates the relationship between mentoring functions and employee performance. Theoretical and practical implications are discussed along with suggestions for future research.

scholarly journals Two-sided Effect of Empowering Leadership on Follower’s Job Stress

2020 ◽  
Vol 33 (4) ◽  
pp. 373-407
Author(s):  
Young Woo Sohn ◽  
Yun Jin Kang
Keyword(s):  
Job Stress ◽  
Organizational Support ◽  
Self Efficacy ◽  
Role Theory ◽  
Mediating Effect ◽  
Future Research ◽  
Empowering Leadership ◽  
Mediation Effects ◽  
Felt Accountability ◽  
The Relationship

In this study, we aimed to investigate the two-sided effect of empowering leadership on follower’s job stress by focusing on the potential for positive and negative effects of empowering leadership. Based on the empowerment theory and the role theory of accountability, we examined the mediating effects of self-efficacy and felt accountability and the moderated mediation effects of perceived organizational support(POS) in the relationship between empowering leadership and job stress. A total of 427 Korean employees participated in this study through an online survey. The results show that empowering leadership has indirect effects on job stress mediated by self-efficacy and felt accountability. Specifically, empowering leadership reduced job stress via increased self-efficacy, while increased job stress via increased felt accountability. Evidence was also found of the moderating role of POS: the positive relation between felt accountability and job stress was stronger for those with a low level of POS than those with a high POS. However, the moderating effect of POS was not found in the relationship between self-efficacy and job stress. In addition, the mediating effect of felt accountability was moderated by POS in the relationship between empowering leadership and follower’s job stress. Based on the results, we discuss several implications, limitations, and recommendations for future research.

Abusive supervision and employees' job performance: A multiple mediation model

2017 ◽  
Vol 45 (5) ◽  
pp. 845-858 ◽  
Author(s):  
Zhi-xia Chen ◽  
Hong-yan Wang
Keyword(s):  
Job Performance ◽  
Self Efficacy ◽  
Negative Relationship ◽  
Abusive Supervision ◽  
Mediating Effect ◽  
Multiple Mediation ◽  
Private Companies ◽  
Public And Private ◽  
Member Exchange ◽  
The Relationship

We explored the relationship between abusive supervision (AS) and employee job performance (EJP) by conducting a survey of a group of employees (N = 630) of Chinese public and private companies. We investigated possible mediation in the relationship by leadership justice, supervisory trust, and self-efficacy from three perspectives, namely, self-concept and individual socialization, organizational justice, and leader–member exchange. The results showed that there was a negative relationship between AS and EJP that was mediated by leadership justice, supervisory trust, and self-efficacy. We also found that the negative relationship between AS and EJP was affected by the joint mediating effect of leadership justice and supervisory trust. Implications for academicians and practitioners are discussed.

scholarly journals The Relationship between Mentoring Functions and Employee Performance: Mediating Effects of Protégé Relational Self-Efficacy

2021 ◽  
Vol 2 (2) ◽  
pp. 187-204
Author(s):  
Muhammad Shaukat Malik ◽  
Muhammad Kashif Nawaz
Keyword(s):  
Self Efficacy ◽  
Employee Performance ◽  
Mediating Effect ◽  
Citizenship Behavior ◽  
Future Research ◽  
Relational Self ◽  
Mentoring Functions ◽  
Conventional Banks ◽  
The Impact ◽  
The Relationship

Organizational scholars concurred that positive workplace relationships with others can help the employee to gain from these relationships but, they lack insights into how or why this occurs. Moreover, the relationship dynamics focus on what the relationships provide without considering how these relationships are initiated, builds and maintains. In the line with this, the current study aims to find the impact of mentoring functions (career, psychosocial, role modeling) and employee performance (career success, organization citizenship behavior, and job performance) via mediating effect of relational self-efficacy. For this purpose, the data were gathered from 310 branch banking employees of Pakistani conventional banks. PLS-SEM was used for data analysis. The results indicate that there is a direct relationship between mentoring functions and employee performance. Moreover, the finding also shows that employee relational self-efficacy mediates the relationship between mentoring functions and employee performance. Theoretical and practical implications are discussed along with suggestions for future research.

scholarly journals Emotional intelligence and adaptive performance

2012 ◽  
Vol 25 (1) ◽  
pp. 239-263 ◽  
Author(s):  
EungJae Kim ◽  
TaeYong Yoo
Keyword(s):  
Emotional Intelligence ◽  
Self Efficacy ◽  
Change Leadership ◽  
Mediating Effect ◽  
Future Research ◽  
Adaptive Performance ◽  
Common Method Bias ◽  
Self Rating ◽  
Method Bias ◽  
The Relationship

The purposes of this study were to examine the influence of emotional intelligence on adaptive performance, the mediating effect of self-efficacy on the relationship between emotional intelligence and adaptive performance, and the moderating effects of change leadership and climate for innovation on the relationship between self-efficacy and adaptive performance. Data were gathered from 198 employees who were working in various organizations in Korea. To reduce the effect from common method bias, the adaptive performance was rated by both self and others(one hundred and ninety-eight peers or supervisors). As results, there was significantly positive relationship between emotional intelligence and adaptive performance. Self-efficacy partially mediated the relationships between emotional intelligence and self-rating adaptive performance, and fully mediated the relationships between emotional intelligence and other-rating adaptive performance. Change leadership moderated the relationship between self-efficacy and other-rating adaptive performance because the relationship was more positive when change leadership was high than low. Also climate for innovation had the moderating effect on the relationship self-efficacy and both self-rating and other-rating adaptive performance because the relationship was more positive when climate for innovation was high than low. Finally, implication of results and future research tasks were discussed with limitations.

The effect of self-efficacy on job performance through creativity: the moderating roles of customer incivility and service scripts

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Won-Moo Hur ◽  
Tae-Won Moon ◽  
Jun-Ho Lee
Keyword(s):  
Job Performance ◽  
Self Efficacy ◽  
Design Methodology ◽  
Mediating Effect ◽  
Content Type ◽  
Internal Resources ◽  
Beneficial Effects ◽  
Positive Effects ◽  
Sales Organizations ◽  
The Relationship

PurposeThis study aimed to examine the effect of self-efficacy on job performance through creativity. We predicted that exposure to customer incivility and rigid service scripts will moderate the mediating effect of creativity on the relationship between self-efficacy and job performance.Design/methodology/approachSurvey data were collected from 397 salespersons who were working in a department store in South Korea. The PROCESS macro was used to test the study hypotheses.FindingsThe results revealed that the positive relationship between self-efficacy and job performance was partially mediated by creativity. Furthermore, exposure to customer incivility and rigid service scripts weakened the positive effects of self-efficacy on creativity. Finally, customer incivility and rigid service scripts also dampened the positive effects of self-efficacy on job performance through creativity.Research limitations/implicationsSales organizations should understand that the extent to which self-efficacy improves job performance by enhancing creativity is contingent on the extent to which salespersons are exposed to customer incivility and are required to adhere to rigid service scripts in the workplace.Originality/valueOur findings paint a more complete portrait of the beneficial effects of self-efficacy. Specifically, they suggest that the development of creativity is an important mechanism that underlies the process by which internal resources enhance job performance and that customer incivility and service scripts weaken this relationship.

scholarly journals Linking Pay Level to Interactional Justice as a Determinant of Personal Outcomes

2009 ◽  
Author(s):  
Azman Ismail ◽  
Mohd Noor Mohd Shariff
Keyword(s):  
Job Satisfaction ◽  
Job Performance ◽  
Human Resource Development ◽  
Interactional Justice ◽  
Theory And Practice ◽  
Mediating Effect ◽  
Future Research ◽  
Job Commitment ◽  
Development Literature ◽  
The Relationship

Human resource development literature highlights that pay level is a crucial compensation design issue. The ability of the management to properly design the level of pay according to external and internal organisational factors may have a significant impact on personal outcomes, i.e. job satisfaction, job commitment, and job performance. More importantly, a thorough review of such relationships revealed that effect of pay level on personal outcomes is indirectly affected by feelings of interactional justice. Although the nature of this relationship is interesting, little is known about the influence of interactional justice in compensation programme models. Therefore, this study was conducted to measure the mediating effect of interactional justice in the relationship between pay level and personal outcomes. A survey research method was used to gather 917 usable questionnaires from employees who have worked in Malaysian institutions of higher learning. The outcomes of stepwise regression analysis showed three important findings: firstly, the relationship between interactional justice and pay level would increase job satisfaction. Secondly, the relationship between interactional justice and pay level would increase job commitment. Third, relationship between interactional justice and pay level would increase job performance. This result confirmed that interactional justice does act as a full mediating variable in the pay system model of the organisation sample. In addition, the implications of this study on compensation theory and practice, conceptual and methodological limitations, and directions for future research are discussed.  

scholarly journals Is it happy to work with leaders viewing their work as a calling?

2018 ◽  
Vol 31 (2) ◽  
pp. 353-385 ◽  
Author(s):  
Jiyoung Park ◽  
Young Woo Sohn
Keyword(s):  
Job Satisfaction ◽  
Transformational Leadership ◽  
Self Efficacy ◽  
Positive Relationship ◽  
Mediating Effect ◽  
Job Crafting ◽  
Future Research ◽  
Working Adults ◽  
The Relationship

Although scholars have paid increasing attention to people with callings, relationships between leader's calling and follower's job attitudes have been understudied. The purpose of this study was to investigate the relationship between leader calling and follower job satisfaction, and mediators and a moderator on the relationship. We hypothesized that leader calling would be positively related to follower job satisfaction via follower's perceived transformational leadership and occupational self-efficacy and that the two mediators would be positively related. As a boundary condition, we tested a moderating role of job crafting on the positive relationship between leader calling and follower occupational self-efficacy. To examine the hypotheses, we conducted two survey studies using a sample of 242 Korean working adults (Study 1)　and a sample of 221 American working adults in diverse industries (Study 2). We found a positive relationship between leader calling and follower job satisfaction (Study 1) and a significant mediating effect of transformational leadership on the relationship (Studies 1, 2). In both studies, follower occupational self-efficacy mediated the link between transformational leadership and follower job satisfaction rather than directly mediating the relationship between leader calling and follower job satisfaction. Also, when followers were highly involved in job crafting (Study 1) and cognitive crafting (Study 2), their occupational self-efficacy did not vary depending on the level of leader calling. Interestingly, the relationship between leader calling and follower occupational self-efficacy was negative when followers showed low levels of job crafting and cognitive crafting. We discuss the implications of these results, study limitations, and practical suggestions for future research.

scholarly journals Unlocking the Contradictory Outcomes of Presenteeism Through a Temporal Model: Effort Exertion as a Mediator

2021 ◽  
Vol 12 ◽  
Author(s):  
Chun-Yi Chou ◽  
Merce Mach
Keyword(s):  
Job Performance ◽  
Work Engagement ◽  
Structural Equation ◽  
Significant Proportion ◽  
Mediating Effect ◽  
Equation Modeling ◽  
Future Research ◽  
Work Related ◽  
One Year ◽  
The Relationship

The effects of presenteeism, that is, working while ill or exhausted, are unclear, as previous research has yielded contradictory results. The aim of this study was thus two-fold: clarify the differential effects of short versus long-term presenteeism and corroborate the mediating effect of effort exertion on the relationship between presenteeism and work-related outcomes. We adopt a three-wave panel design and measure all the variables at three different points (initially, after one week and after one year) to understand the effects of presenteeism over time. Our sample consists of 361 Chinese employees working in diverse industries in Taiwan. We analyze the panel data using structural equation modeling and bootstrapping. Our results reveal that presenteeism is positively associated with increased effort, work engagement, and job performance after one week. By contrast, presenteeism is negatively associated with job performance and work engagement though positively associated with emotional exhaustion after one-year. Our research contributes to clarify paradoxical results regarding presenteeism’s consequences, as well as corroborating that effort exertion mediates the relationship between presenteeism and work outcomes. We also identify practical implications for organizations managing employees working remotely, a more common reality with the outbreak of the COVID-19 pandemic, the ensuing lockdowns and digitalization which has started to become the norm for a significant proportion of working sectors. Finally, we suggest recommendations for future research on presenteeism.

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