Self-efficacy and workplace well-being: moderating role of sustainability practices

Singh, Sanjay Kumar; Pradhan, Rabindra Kumar; Panigrahy, Nrusingh Prasad; Jena, Lalatendu Kesari

doi:10.1108/bij-07-2018-0219

Cited by 90 publications

(96 citation statements)

References 73 publications

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“…Work and life stress create pressure in the mind of employees, making them inefficient in thinking out of the box. To ensure sustainable practices and healthy work environment in the organization, self-efficacy is needed (Singh et al, 2019d). To increase efficiency and productivity of an employee, an effective leadership style is desirable (Turner and M€ uller, 2005).…”

Section: Literature Review and Hypothesis 21 Transformational Leadership And Employee Efficiencymentioning

confidence: 99%

Transformational leadership and employee efficiency: knowledge sharing as mediator

Dwivedi

Chaturvedi

Vashist³

2020

BIJ

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PurposeThis research aims to examine the influence of transformational leadership on employee efficiency. The research also examines the role of knowledge sharing as a mediator between transformational leadership and employee efficiency.Design/methodology/approachThe research is based on the survey conducted among 200 employees of logistics firms. Exploratory Factor analysis (EFA) and Confirmatory Factor Analysis (CFA) approaches are used for the evaluation.FindingsThe study found that transformational leadership has positive and significant influence on employee efficiency. The research also demonstrates that after introducing knowledge sharing, it fully mediated the influence of transformational leadership on employee efficiency. The study suggests that, if leaders share their knowledge and expertise among the team, employees have a propensity to be highly effective and efficient than without knowledge sharing.Research limitations/implicationsBlue collar staff and unskilled labors of the firms are not included in the study. So, the study is limited to white collar staff only which can further be expanded by considering other ground staff. Also few or no such researches have been conducted in logistics firms, particularly in Indian logistics firms. So, the result of this study can be used as reference to explore the area. This study can be replicated in the logistics firms of other regions also.Practical implicationsThe finding of the study will help the top management of the organizations to formulate strategies to enhance its senior-subordinate relationship through knowledge sharing. The study also suggests that regular dissemination of knowledge among the team improves the efficiency of the team members and hence the performance of the organization.Originality/valueThis research examines the degree to which knowledge sharing acts as a mediator between transformational leadership and employee efficiency, which has not been found in previous studies.

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Section: Literature Review and Hypothesis 21 Transformational Leadership And Employee Efficiencymentioning

confidence: 99%

Transformational leadership and employee efficiency: knowledge sharing as mediator

Dwivedi

Chaturvedi

Vashist³

2020

BIJ

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“…A person’s general self-efficacy is a stable, trait-like belief in his/her competence (Singh et al , 2019; Chen et al , 2001; Bandura, 1997). General self-efficacy is distinct from task-specific self-efficacy, which is a belief about one’s ability to perform a defined task.…”

Section: Hypothesis Developmentmentioning

confidence: 99%

A dual-pathway model of knowledge exchange: linking human and psychosocial capital with prosocial knowledge effectiveness

Singh

Mittal

Sengupta³

et al. 2019

JKM

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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.

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“…Employee well-being is connected to various performance, for example, productivity, employee turnover, and work-life balance (Bakker and Oerlemans, 2011;Bozionelos and Singh, 2017;Deloitte, 2017;Keeman et al, 2017). Singh et al (2019a) indicated that the positive relationship between self-efficacy and workplace well-being (see also Singh et al, 2019b). Performance not only depends on both financial and non-financial support such as job autonomy and work-life balance.…”

Section: Literature Reviewmentioning

confidence: 99%

Employees' working life and performance of UK ethnic minority restaurants: a qualitative approach

Razzak

Blackburn

Saridakis

2021

BIJ

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PurposeThis paper investigates the linking between employees' working life (EWL) and job performance of ethnic minority Bangladeshi restaurants in Greater London.Design/methodology/approachThe authors use in depth face-to-face interviews of 40 participants working in 20 Bangladeshi restaurants (BRs) following a convenience sampling method. A thematic analysis technique, with the help of QSR N10, developed two key themes related to EWL and performance.FindingsThese themes highlight several aspects of the relationship between EWL and performance. First, EWL is “beyond” the UK tradition; employers show a domineering attitude; however, employees continue to work due to lack of skills and competence. Second, employees perceive and present themselves as satisfied; however, this satisfaction is not reflected in the business performance of BRs. Third, the analysis shows that business owners “trap strategy” constrains employees to develop their skills for mobility to other industries. Hence, employees express satisfaction with their existing situation on the basis that it is the best they can hope for, given their specific skills and competence, and need for some security in the UK. Fourth, non-financial performance, for example, job autonomy, sense of fulfilment is related to EWL.Practical implicationsThe paper provides a framework to promote a better understanding of the linking between employees' working life and performance of UK ethnic minority restaurants. Also, the paper makes recommendations for further research, including an examination of the applicability of the findings to SMEs operated by other ethnic groups in the UK.Originality/valueThis paper adds to the scarce literature on the working life of people in Bangladeshi restaurant businesses in the UK and the relationship between EWL and business performance.

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Self-efficacy and workplace well-being: moderating role of sustainability practices

Cited by 90 publications

References 73 publications

Transformational leadership and employee efficiency: knowledge sharing as mediator

Transformational leadership and employee efficiency: knowledge sharing as mediator

A dual-pathway model of knowledge exchange: linking human and psychosocial capital with prosocial knowledge effectiveness

Employees' working life and performance of UK ethnic minority restaurants: a qualitative approach

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