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.

No abstract

Purpose Sustainability is seeking for a new approach to bolster organisational success as it is expected to be mobilised through collaborative efforts of employees and management. The present study aims to examine the moderating role of sustainability practices between self-efficacy and organisational citizenship behaviour (OCB). Design/methodology/approach A total of 527 full-time executives employed in Indian public and private manufacturing industries were surveyed. Harman’s single-factor test was carried out using analysis of moment structures (AMOS 20.0) to test the bias associated because of common method variance (CMV). Moderated regression analysis was used through hierarchical models to test the proposed hypotheses. Findings The results indicate a positive relationship between self-efficacy and OCB. The significant moderation effect was observed in the interaction graph, as the simple slope analysis indicated relatively high level of sustainability practices and self-efficacy and they were found to be positively associated with OCB. Research limitations/implications The cross-sectional sample of executives employed in Indian manufacturing organisations limits the generalisation of the findings. The study has not figured the temporal effects and hence longitudinal studies have also been proposed for the assessment of causality. Practical implications Organisations are expected to foster inclusiveness and open channel of communication with their employees to execute best sustainable practices. HR department need to create awareness among their employees and establish an ongoing feedback mechanism to promote such psychological drives. Originality/value The proposed model and the subsequent findings of the study extend the literature on the relationship among self-efficacy, OCB and sustainability practices. The outcome of this work can be used by HR functionaries and senior management practitioners while formulating and implementing the sustainability strategies.

No abstract

Engaging in behavior that enhances the socio-psychological relations at the workplace provides a competitive advantage to organizations. Drawing from the emerging positive organizational behavior studies, the present research was designed to analyze the relationship between self-efficacy and resilience to promote workplace well-being. The main aim of the study was to examine the moderating role of resilience between self-efficacy and workplace well-being. About 527 full-time executives from the Indian public and private manufacturing industries participated in the study. Common method variance of the measure was carried out through one-factor test ( Podsakoff et al., 2003 ) using confirmatory factor analysis to understand the bias in responding to our questionnaire. Finally, we carried out a hierarchical regression analysis to test the interacting effect of resilience between self-efficacy and workplace well-being. The result of the study indicates a positive relationship between self-efficacy and workplace well-being. The moderation effect of resilience was also confirmed in the structural equation modeling output through LISREL. Results revealed that executives having higher self-efficacy and resilience will demonstrate a positive attitude toward workplace well-being. Self-efficacy and resilience are malleable in nature and get enriched through observation and learning. This study stands as one of the first few empirical works in positive organizational behavior studies that have been carried out on executives of manufacturing organizations in India. Hence, the findings of the study cannot be generalized beyond manufacturing organizations. The data are collected through random sampling method, hence due care need to be taken while generalizing the result in a larger population, so future research may be carried out on a large sample in diverse organizations and locations to have an appropriate comparison by addressing the effectiveness of resilience on other behavior constructs.