scholarly journals Internal Stakeholder Engagement, Organizational Support, Project Team Efficacy and Project Success. A Case of USAID aided Projects in Uganda.

2021 ◽  
Author(s):  
◽  
Brenda Kanyesige
Keyword(s):  
Organizational Support ◽  
Stakeholder Engagement ◽  
Positive Relationship ◽  
Project Success ◽  
Project Team ◽  
Mediating Effect ◽  
Research Approach ◽  
Team Efficacy ◽  
Internal Stakeholder ◽  
The Relationship

Abstract Background: This study examined the relationship between internal stakeholder engagement, organizational support, project team efficacy and project success among USAID projects in Uganda. The objectives were: to examine the relationship between internal stakeholder engagement and project team efficacy; organizational support and project team efficacy; project team efficacy and project success; and to examine the mediating effect of project team efficacy. Methodology: The study applied a cross-sectional research design with a quantitative research approach. A sample of 44 projects was obtained by simple random sampling from a total of 50 ongoing projects. Data was collected using a structured questionnaire. Validity of the instrument was determined by expert judgment and Cronbach Alpha for reliability. Data was analyzed using SPSS v.25 to obtain frequencies, descriptive statistics, factor analysis and inferential statistics in data presentation and interpretation. Results: Findings established a positive relationship between stakeholder engagement and project team efficacy. The findings also found a positive relationship between organizational support and project team efficacy. There was a positive relationship between project team efficacy and project success. More so, findings obtained that project efficacy is a significant mediator in the relationship between organizational support and project success, but not significant in mediating the relationship between internal stakeholder engagement and project success. The findings further observed that the best predictor of project success is project team-efficacy. Conclusion: Internal stakeholder engagement, organizational support and project team efficacy are critical in project success. As far as project success is concerned, the factors take center stage. Moreover, project managers should concentrate most towards project team efficacy. Recommendations: Delegation of responsibilities; effective communication; understanding the strength and weaknesses of each team member; leading by example; and holding meetings frequently.

Organizational Support for Professionalism, Organizational Citizenship Behavior (OCB), and Performance

2021 ◽  
Vol 10 (1) ◽  
pp. 1-12
Author(s):  
Noviana Norrohmat ◽  
Umar Nimran ◽  
Kusdi Raharjo ◽  
Hamidah Nayati Utami ◽  
Endang Siti Astuti
Keyword(s):  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Organizational Support ◽  
Citizenship Behavior ◽  
Research Approach ◽  
The Difference ◽  
And Performance ◽  
Relationship Of ◽  
Descriptive Survey ◽  
The Relationship

The purpose of this research is to determine the organizational support for professionalism that has never been done before. The research approach is to conceptualize the structure of the relationship of variables from a study. Verification research is to test the hypothesis through data collection in the field using two methods, namely descriptive survey and explanatory survey. The use of both methods aims to analyze the causality relationship between research variables in accordance with the hypothesis quantitatively. There is significant influence between the variables of organizational support to professional variables. However, different results are found on the influence of organizational support variables on OCB and performance that have no significant effect. There is also an indirect influence between organizational support variables on OCB and performance through intermediary intervening professionalism variables. The difference between this research and the previous research are the use of constructs and the measurement in the unit of analysis being used.

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.

scholarly journals Mediating Effect of Acceptance Action in relationship between Diabetes Self-Stigma and Quality of Life in People with Diabetes in Korea

2021 ◽  
Vol 28 (3) ◽  
pp. 384-394
Author(s):  
Kawoun Seo
Keyword(s):  
Quality Of Life ◽  
Explanatory Power ◽  
Mediating Effect ◽  
Research Approach ◽  
Mediating Effects ◽  
Descriptive Research ◽  
Patients With Diabetes ◽  
The Mean ◽  
The Relationship

Purpose: This study was done to investigate the mediating effects of acceptance action on the relationship between diabetes self-stigma and quality of life in diabetes patients.Methods: For this study a descriptive research approach was used. Patients (237) with a diagnosis of diabetes mellitus from a doctor of endocrinology were included. Data collection was done from March 26, to March 28, 2020. Data were analyzed using descriptive statistics, t-test, one-way ANOVA, Pearson’s correlation coefficient analysis, and hierarchecal multiple regression.Results: The mean scores for diabetes self-stigma, acceptance action and quality of life were 2.67±0.71, 4.12±0.38, and 3.26±0.48, respectively. Acceptance action was found to partial mediate the relationship between diabetes self-stigma and quality of life (z=-4.20, p<.001), and its explanatory power was 17.6%.Conclusion: To improve the quality of life among patients with diabetes in diabetes self-stigma situations, it is necessary to improve their acceptance action and develop step-by-step and differentiated acceptance action enhancement programs through multidisciplinary collaboration.

scholarly journals The Effect of Corporate Visibility on Corporate Social Responsibility

2019 ◽  
Vol 11 (13) ◽  
pp. 3698 ◽  
Author(s):  
Frank Li ◽  
Taylor Morris ◽  
Brian Young
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Firm Size ◽  
Positive Relationship ◽  
Corporate Social Performance ◽  
Social Performance ◽  
Mediating Effect ◽  
The Public ◽  
Corporate Social ◽  
The Relationship

Outside of direct ownership, the general public may feel it is an implicit stakeholder of a firm. As the public becomes more vested in a firm’s actions, the firm may be more likely to engage in Corporate Social Responsibility (CSR) activities. We proxy for the public’s stake in a firm with public visibility. Based on 3400 unique newspaper publications from 1994–2008, we measure visibility for the S&P 500 firms with the frequency of print articles per year concerning the firm. We find that visibility has a signficant, positive relationship with the CSR rating. Evidence also suggests this relationship may be causal and working in one direction, from visibility to CSR. While the existing literature provides other factors that influence CSR, visibility proves to have the most significant impact when tested alongside those other factors. Visibility also has a mediating effect on the relationship between CSR rating and firm size. CSR rating and firm size relate negatively for the lowest visibility firms and positively for the highest. This paper provides strong evidence that visibility is an important factor to consider for studies on corporate social performance.

scholarly journals Leader Behavioral Integrity and Employee In-Role Performance: The Roles of Coworker Support and Job Autonomy

2020 ◽  
Vol 17 (12) ◽  
pp. 4303 ◽  
Author(s):  
Yongjun Choi ◽  
David Yoon ◽  
Dongkyu Kim
Keyword(s):  
Positive Relationship ◽  
Mediating Effect ◽  
Job Resources ◽  
Job Autonomy ◽  
Role Performance ◽  
Behavioral Integrity ◽  
Coworker Support ◽  
Team Members ◽  
The Relationship ◽  
Practical Implications

The positive relationship between leader behavioral integrity and an employee’s in-role performance is well-established, but explanations for why this effect exists are still in a nascent stage. Drawing upon leader behavioral integrity theory and job-demands resources theory, the authors explain how leader behavioral integrity facilitates employee in-role performance and the boundary conditions influencing the relationship between leader behavioral integrity and employee in-role performance. Using multisource data from 209 employee-manager dyads in South Korea, this paper found support for the mediating effect of coworker support in the positive relationship between leader behavior integrity and employees’ in-role autonomy. Furthermore, compared to those who perceive low job autonomy, the positive indirect effect of leader behavioral integrity on in-role performance via coworker support was stronger for employees who perceive high job autonomy. The findings emphasize the importance of a leader’s individual difference (i.e., leader behavioral integrity) and job resources (i.e., job autonomy) facilitating the receipt of team members’ supporting behaviors which, in turn, energize employee in-role performance. Theoretical and practical implications are discussed.

Mechanism between perceived organizational support and work engagement: explanatory role of self-efficacy

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Ibrahim Abaasi Musenze ◽  
Thomas Sifuna Mayende ◽  
Ahmed Jowalie Wampande ◽  
Joseph Kasango ◽  
Ongario Ronald Emojong
Keyword(s):  
Work Engagement ◽  
Organizational Support ◽  
Self Efficacy ◽  
Perceived Organizational Support ◽  
Mediating Effect ◽  
Explanatory Role ◽  
Content Type ◽  
Strong Positive Relationship ◽  
Education Industry ◽  
The Relationship

PurposeThe purpose of this paper is to explore the relationship between perceived organizational support (POS) and work engagement and the mediating effect of self-efficacy on the POS–work engagement relationship.Design/methodology/approachA questionnaire survey was developed and distributed to a sample of primary school teachers drawn from the education industry.FindingsAnalysis of the data supports a strong positive relationship between the extent of POS and work engagement. This study also found that self-efficacy mediated the relationship between POS and work engagement.Research limitations/implicationsThis study has important implications for managers. First, it motivates managers, by providing justification for provision of support to employees for increased engagement at work. Based on the results of this study, POS is associated with enhanced work engagement levels. Second, evidence from this study illustrates to the organization the importance of developing an environment of support to further enhance work engagement. When employees do not acknowledge and feel supported from their respective organizations, work engagement levels may be sub-optimal. This research is limited, as the data were collected at one point of time, and this has implications for employees and organizations.Originality/valueThere is increasing recognition of the importance of POS in enhanced work engagement levels. Within this context, no previous research has empirically examined the mediating effect of self-efficacy on the relationship between POS and work engagement in the setting of primary education sector.

scholarly journals A Comparative Study of the Relationship among Antecedents and Job Satisfaction in Taiwan and Mainland China: Employability as Mediator

2019 ◽  
Vol 16 (14) ◽  
pp. 2613 ◽  
Author(s):  
Michael Yao-Ping Peng ◽  
Chun-Chun Chen ◽  
Hsin-Yi Yen
Keyword(s):  
Job Satisfaction ◽  
Organizational Support ◽  
Structural Equation ◽  
Social Systems ◽  
Mainland China ◽  
Job Security ◽  
Positive Influence ◽  
Mediating Effect ◽  
Equation Modeling ◽  
The Relationship

Previous studies of the relationship between job security and job satisfaction were mostly conducted on research samples in Asia from the perspective of oriental culture; however, under the same cultural background, different social systems might lead to different cognition outcomes. Therefore, this study examines the job security and organizational support of Taiwan and mainland China employees from the perspectives of competence enhancement motivation, and investigates the relationship between employability and job satisfaction. Adopting judgmental sampling, a total of 1307 valid questionnaires were collected from Taiwan and mainland China employees. The path relationship of the two groups was examined through structural equation modeling (SEM) by using analysis of moment structure (AMOS). Results show that job security and organizational support are positive for employability and job satisfaction. Employability has a positive influence on job satisfaction. Additionally, employability has a mediating effect of job security and organizational support on job satisfaction.

An Investigation of the Role of Project Culture in Team Efficacy and Success in Project-Based Work

2015 ◽  
Vol 12 (06) ◽  
pp. 1550027 ◽  
Author(s):  
Zvi H. Aronson
Keyword(s):  
Project Success ◽  
Project Team ◽  
Project Teams ◽  
Team Efficacy ◽  
Team Culture ◽  
Project Culture ◽  
Collective Belief

We examined the effect of project team culture on the evolution of team efficacy in a sample of 118 project teams. Little is known about the factors responsible for the development of team efficacy — the collective belief of a project team that it can be effective. Results reveal that culture in project-based work, is related to the project team’s efficacy, and the project team’s efficacy is related to success. Our findings provide project leaders with an alternative informal lever to enhance project success, by influencing team efficacy in project-based work.

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