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.

Purpose The purpose of this paper is to explore the relationship between organizational citizenship behavior (OCB) and job performance. It also examines the mediating role of social capital in influencing the relationship between OCB and job performance. Design/methodology/approach The study explores the dynamic relationship among the variables of OCB and job performance and social capital. Data were collected from 501 respondents working in 15 healthcare organizations in Kolkata, India, through questionnaire survey. Likert-type rating scales of OCB, job performance and social capital with sound reliability and validity were used to carry out the survey. The data were analyzed using structural equation modeling. Findings The results of the present study show that OCB significantly predicts job performance in healthcare organizations. Social capital found to be a significant mediator between OCB and job performance. Research limitations/implications The findings of the study have a number of implications for organizations in acknowledging and leveraging social capital and encouraging OCB to facilitate superior performance of employees. The generalization of the findings of the study should be restricted to the healthcare organizations in Kolkata due to its own style of functioning, workforce and work environment. The role of demographic variables in influencing the outcome measures has not been considered for the present study. Further research on these aspects may reveal more interesting results with regard to the dynamics among organizational citizenship behavior, social capital and job performance. Practical implications Employee-friendly management practices should be adopted in organizations to facilitate the formation of network building and development of social capital which serves as an asset to organizations and creates competitive advantage. Originality/value The research findings enrich our understanding of voluntary social participation and citizenship behavior of employees for influencing performance at work. The study also provides useful and unique insight on the benefits of networking in healthcare organizations particularly helping employees to cope with emergency situations. The findings as well as methodology used in this study are original and unique.

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.

Purpose This study aims to examine a dual-pathway model that recognizes two distinct (formal and informal) but complementary mechanisms of knowledge exchanges – knowledge sharing and knowledge helping. It also investigates how team members use their limited human and psychosocial capital for prosocial knowledge effectiveness. Design/methodology/approach A survey-based approach was used to examine the hypotheses of the study. A moderated-mediation model was proposed and tested using bootstrap approach. Findings Knowledge sharing and knowledge helping were found to be the significant links through which human capital (capability) and psychosocial capital (motivation and efficacy) significantly predict prosocial knowledge effectiveness. Post hoc analysis suggests that human capital through knowledge sharing influences team learning, whereas the psychosocial capital through knowledge helping influences team leadership. Originality/value The present study found two distinct but complementary and yet necessary mechanisms of knowledge exchanges to be linked as the important outlay for the human and psychosocial capital to be effective in the prosocial knowledge behaviours.

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.