Small businesses play a crucial role in the economy; however, small entrepreneurial firms often lack expertise and resources, meaning that it is challenging to run such businesses successfully. Using data from a survey of six small entrepreneurial firms in India, this research sets out to explore the relationship between workforce performance and emotional intelligence, looking in particular at the role that workforce agility plays. Workplace performance is split into three categories; task performance, adaptive performance, and contextual performance. Our results show that workforce agility acts as a mediator between emotional intelligence and work performance, but only in relation to adaptive and contextual performance; it does not have any significant influence on task performance. Against the backdrop of a volatile and uncertain business environment, we conclude by drawing a number of inferences from our work that small entrepreneurial firms could use to improve employee productivity and performance.
The individual’s ability to complete the given task effectively can be termed as Self-efficacy. Employee performance is examined about outcomes and behavior. Job performance determines the quality as well as the quantity accomplished by employees over a period. Trust has been widely used as a mediating variable in previous research and has been found to exhibit positive mediating effects on the variables. In our research, we have investigated the factors (Team-self-efficacy and trust) affecting the project team members’ job performance. We have conducted a study to collect data and test the model proposed on 155 respondents (project team members) of a large construction company at Saudi Arabia. The findings demonstrated that trust partially mediated the relationship between the team job performance and self-efficacy. Additionally, significant positive correlations between the variables were found. There have been several studies examining the variables as discussed in the paper. However, there is a paucity of research on small groups like the project teams worldwide. The significance of the results and future research directions were analyzed and discussed. The importance of the results and directions for future research were also put forward.
PurposeOrganizations in today's changing environment face significant challenges, requiring continual innovation. Understanding oneself from the employee's perspective is paramount, especially in organizations and businesses, transforming all levels, accommodating new work paradigms and adapting to the post-pandemic business world. The authors examine the employees' critical dimensions, self-concept and resilience through self-reported studies to ascertain the impact on their performance in the organization. Self-concept, a multidimensional knowledge structure, implies the individual's description and examination, including psychological characteristics, attributes and skills. On the other hand, resilience is adapting appropriately to adversity, challenges and stressful situations and emerging unscathed. Resilience additionally leads to profound personal growth and acceptance of reality. It also endows the individual's sense of identity over time. It provides insights into work behavior and outcomes and fosters a positive psychological perspective to improve performance. Job performance is an observable individual performance that adds value and enables organizational goal achievement. To sum job performance is an achievement-related behavior. The research study examines the relationship between employee self-concept, resilience and performance elements (task, contextual and counterproductive work behavior).Design/methodology/approachCross-sectional data were collected from 224 employees from the retail sector to test the hypotheses among self-concept, employee performance elements and resilience. SPSS 21.0 was used, and the authors conducted reliability, correlation and regression analysis using statistical tools to analyze the mediating effect.FindingsSelf-concept and employee performance elements have significant relationships. The mediating effect of resilience on the relationship between self-concept and counterproductive work behavior and self-concept and contextual performance is significant. In contrast, resilience does not impact the relationship between self-concept and task performance.Originality/valueThe authors examined a framework of untested variables, namely self-concept and the different factors of performance (task, contextual and counterproductive behavior). The authors investigated the mediating effect of resilience in the model, which was not previously explored.
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