Purpose Training plays a vital role in the success of an organization as it provides the employees an opportunity to improve their competencies. The purpose of this paper is to examine the mediating effects of motivation to transfer between self-efficacy, training retention and transfer of training. Design/methodology/approach Research hypotheses were tested using quantitative research technique. The data were collected through self-administered questionnaire from 300 employees working in the banking sector of twin cities (Rawalpindi and Islamabad), of Pakistan. In total, 215 questionnaires were finally used for analysis. Findings The findings of this study reveal that motivation to transfer mediates the relationship between self-efficacy, training retention and transfer of training. Practical implications Although previous studies have tested the impact of self-efficacy and training retention on the transfer of training, but the mechanism through which self-efficacy and retention influence transfer of training remained underexplored. Knowing the role of self-efficacy and training retention as the antecedents of motivation to transfer can help the training managers to design an effective and efficient training plan. Originality/value This study will contribute to the existing body of knowledge especially in the Pakistani context by testing the role of trainee’s characteristics in transfer of training. Also, this study has empirically tested the mediating role of motivation to transfer between trainee’s characteristics (self-efficacy and retention) and transfer of training which has not been tested before.

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Political skill is the essential requirement for the individuals to survive in the political arenas of organization and is gaining much recognition in terms of managing the interactions at workplace. The main aim of the study is to investigate the role of political skill in generating helping behavior and knowledge sharing behavior in the presence of mediating mechanism of organizational based self-esteem. A quantitative approach was employed involving responses from 219 managers serving in banks of Islamabad and Rawalpindi using a questionnaire. The data was analyzed using structural equation modelling. Political skill is found to have a significant direct effect on helping behavior and knowledge sharing behavior. Political skill also revealed a significant positive relationship with organizational based self-esteem. Moreover, the results showed a partially mediated impact of organizational based self-esteem among the relationship between political skill, helping and knowledge sharing behavior. The study is the first to address the unexplored areas of research in the domain of examining the political skill impact on helping behavior and knowledge sharing. Political skill helps the managers to handle the negativities at workplace by engaging in such behaviors. Political skill training will help the individuals to groom their personality and work in an optimistic way for the betterment of organization and society at large.

This study aims to examine how hierarchy organizational culture affects the knowledge sharing behavior of teachers in higher education institutions and universities and its mediated link through formal knowledge governance mechanism and knowledge sharing opportunity. A sample of 269 teachers was drawn from university teachers in Pakistan and structural equation modeling is used to test the hypotheses. The results of this study suggest that first, hierarchy organizational culture is positively associated with knowledge sharing behavior of teachers. Second, formal knowledge governance mechanism fully mediated the relationship between hierarchy organizational culture and knowledge sharing behavior. Third, knowledge sharing opportunity fully mediated the relationship between hierarchy organizational culture and knowledge sharing behavior. Finally, the relationship between hierarchy organizational culture and knowledge sharing behavior is sequentially and fully mediated by formal knowledge governance mechanism and knowledge sharing opportunity. Theoretical and managerial implications are discussed followed by limitations of the study along with suggestions for future research.

This research article presents a comparative analysis of three major methods of mediation analysis i.e., Baron and Kenny, Sobel, Hayes indirect effect with bootstrap using PROCESS macro and Structural Equation Modeling (SEM). It discusses common issues associated with mediation analysis and common mistakes committed in the selection and application of method and in the interpretation of results. In this article we have developed and tested a variety of models including simple mediation, parallel mediation, and serial/sequential mediation models. We have used a research model drawn from management field which includes two independent variables (i.e., organization justice and corporate social responsibility), two dependent variables (i.e., employee wellbeing and organization performance) and two mediating variables (i.e., organization trust and organization culture). The article illustrates that bootstrapping has an advantage over Baron and Kenny method or with Sobel test. Besides, it has high statistical power and better control on type-I error. It produces better results even when data lacks the property of normal distribution. The article has many practical implications. More particularly for management researchers, it provides an in-depth understanding of how to correctly conduct mediation analysis.