The Effect of Authentic Leadership on Task Performance and Contextual Performance : Mediating Effects of Work Engagement and Moderating Effects of Employee’s Self-Efficacy

2020 ◽  
Vol 23 (3) ◽  
pp. 97-125
Author(s):  
Eun-Mi Jang ◽  
◽  
Deog Ro Lee
Keyword(s):  
Task Performance ◽  
Work Engagement ◽  
Self Efficacy ◽  
Authentic Leadership ◽  
Contextual Performance ◽  
Moderating Effects ◽  
Mediating Effects

Workplace Arrogance and Job Performance

2018 ◽  
pp. 83-116
Keyword(s):  
Social Support ◽  
Job Satisfaction ◽  
Job Performance ◽  
Task Performance ◽  
Self Efficacy ◽  
Theoretical Study ◽  
Contextual Performance ◽  
Two Dimensions ◽  
Theoretical Contribution ◽  
The Relationship

This chapter is an attempt to clarify the relationship between workplace arrogance and job performance. Thus, the authors focus and define a set of four fundamental concepts—task performance, contextual performance, social support, and self-efficacy—in order to examine and explore this relationship. Hence, the main result of this theoretical study is that workplace arrogance is negatively related to job performance. Although this finding could be considered as a theoretical contribution, more studies are requested to investigate the specific relationship between workplace arrogance and job satisfaction with its two dimensions: task and contextual factors.

The moderated mediation processes in firm-specific human capital development and task performance relationship

2019 ◽  
Vol 27 (3) ◽  
pp. 396-413 ◽  
Author(s):  
Hannah Vivian Osei ◽  
Ahmed Agyapong ◽  
Kwame Owusu Kwateng
Keyword(s):  
Human Capital ◽  
Task Performance ◽  
Work Engagement ◽  
Self Efficacy ◽  
Capital Investments ◽  
Human Capital Development ◽  
Content Type ◽  
Human Capital Investments ◽  
Capital Development ◽  
And Task

Purpose Interest has been generated for a while in unpacking the “black box” and providing a contingency approach to understanding the effects of human resource management (HRM) practices. This study aims to investigate the possibility that the relationship between human capital development and task performance is mediated by work self-efficacy and work engagement – and that this mediation depends on the degree of perceived investment in employees’ development. Design/methodology/approach Based on a synthesis of theories –systems, social cognitive and social identity theories – a moderated mediation model is tested using data from 220 academic employees and Heads of Departments from multiple Higher Educational Institutions in Ghana. AMOS and Hayes Conditional Process analysis were used to analyze the data. Findings The study finds support for a bundle of human capital investments boosting work self-efficacy and motivating work engagement, as well as task performance. Consistent with expectations, the mediation in human capital investments to task performance via work self-efficacy is conditional on the degree of perceived investment in employees’ development. Originality/value The study provides the first attempt at studying a conditional process model in human capital development by addressing whether, how and when human capital system functions more or less effectively, and provides knowledge on the “black box” in HRM.

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