The present study explores the concomitant areas for extending the scope of employee performance as a major domain of human resource (HR) effectiveness. We have interviewed researchers and corporate practitioners regarding their understanding of performance at workplace. On the basis of literature and feedback from academicians and industry professionals, a conceptual framework along with 42-item instrument on employee performance was proposed for empirical validation. The instrument obtained empirical views from experts on its proposed dimensions and statements. The initial analysis of content validity ratio (CVR) of the instrument had resulted in 38 items having CVR value of 0.49 and above with 75 percent acceptability from expert analysis. The retained items were taken for field survey. In total, 361 executives from Indian manufacturing and service organizations responded to the 38-item employee performance scale. Exploratory factor analysis revealed three distinct factors of employee performance that constitute the new scale: task performance, adaptive performance, and contextual performance (TAC). Reliability study on the sample reported significant internal consistency on the total scale (a = 0.80) along with the three subscales (a ranging from 0.80 to 0.91). The prescribed framework offers an inclusive understanding of the nature and subtleties of employee performance. It is proposed that, HR managers and organizational behavior (OB) practitioners must use the insights from the explored factors to create and maintain a better work environment. In applied perspective, the proposed instrument and its corresponding findings are expected to provide insights for designing organization-specific policies for improving employee performance.

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Purpose How psychological variables especially self-efficacy plays significant role to attain workplace well-being is yet to be explained. The extant literature calls for further research works in the field of sustainability practices to bridge the gap between self-efficacy and workplace well-being. The purpose of this paper is to extend the literature of workplace well-being while scientifically examining the moderating role of sustainability practices. Design/methodology/approach The study collected data from 527 full-time executives of Indian public and private manufacturing industries. The authors performed moderated regression analysis through a series of hierarchical models to test the hypotheses of the study. Findings The result indicates positive relationship between self-efficacy and workplace well-being. Furthermore, the result suggests that the relationship between self-efficacy and workplace well-being was stronger among executives with high level of sustainability practices and vice versa. Research limitations/implications The cross-sectional sample of executives employed in Indian manufacturing organizations limits the generalizability of the findings. Practical implications HR functionaries and senior management may benefit by closely examining their sustainability practices along with their employees perceived ability to address workplace well-being. Originality/value The study contributes to extend the literature on self-efficacy and workplace well-being. This research work is one of the first few studies to examine the moderating effect of sustainability practices.

The role of emotional intelligence (EI) towards nurturing citizenship behavior is still imperfectly certified and is awaited for investigation. At the same time, the growing interest in recent years on psychological capital (self-efficacy, hope, resilience, and optimism) within the managerial literature is sparsely researched in Indian context. Therefore, the purpose of the study is set to investigate (a) the relationship of psychological capital (Psycap) on organizational citizenship behavior (OCB) and (b) whether the construct of EI plays a role in moderating the relationships between Psycap and OCB. The study examined employed professionals identified through convenience sampling (N = 212) in Indian manufacturing and service industries. After establishing the psychometric properties of the scales hypotheses were tested through structural equation modeling. The results show that Psycap is positively related to OCB. The study's major hypothesis that EI moderates the relationship between Psycap and OCB was also supported. Implications of the findings as well as recommendations for future studies are discussed.

Purpose The purpose of this study is to examine the relationship between organisational learning and adaptive performance. Furthermore, the study investigates the moderating role of emotional intelligence in the perspective of organisational learning for addressing adaptive performance of executives employed in manufacturing organisations. Design/methodology/approach The participants were selected through purposive sampling. The study has used established scales on organisational learning, emotional intelligence and adaptive performance to collect data from the respondents. Data were analysed through structural equation modelling using linear structural model (LISREL 8.72). Moderated regression analysis was carried out through a series of hierarchical models to test the hypotheses. The authors have followed the interaction graphs recommended by Aiken and West (1991) to check the moderating effect of emotional intelligence. Findings The result of the study indicates a significant relationship between organisational learning and adaptive performance. The significant moderation effect was observed in the interaction graph, wherein it was found that the relationship between organisational learning and adaptive performance was stronger among the executives with high levels of emotional intelligence and weaker for those having low levels of emotional intelligence. Originality/value The present study gains significance through highlighting the role of emotional intelligence in the perspective of organisational learning and, thus, offers insights to practitioners for addressing adaptive performance of employees.