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How intra-organizational social capital influences employee performance

Batia Ben Hador (Department of Economics and Business Administration, Ariel University, Ariel, Israel)

Journal of Management Development

ISSN: 0262-1711

Article publication date: 10 October 2016

Abstract

Purpose

The purpose of this paper is to contribute to a growing research field on the subject of intra-organizational social capital (IOSC) and its effects on employee job performance.

Design/methodology/approach

Data were collected from a sample of 209 employees in community centers. The variables that were specified are IOSC, vigor, self-efficacy, and a supervisor report regarding employee performance.

Findings

The results indicate a mediation-moderation model in which the connection between IOSC and employee performance is mediated by vigor and moderated by self-efficacy.

Research limitations/implications

Although the sample includes employees from a single organization, collecting data from different sources within the organization permitted to overcome this limitation. Mainly, the current findings emphasize the importance of the interaction between environment and personality.

Practical implications

Creation and preservation of IOSC in organizations increases the employee vigor and can serve to upgrade performance.

Originality/value

The important role of IOSC in organizations has been confirmed. Furthermore, the combination between supportive environment and personality traits can foster employee performance.

Keywords

Citation

Ben Hador, B. (2016), "How intra-organizational social capital influences employee performance", Journal of Management Development, Vol. 35 No. 9, pp. 1119-1133. https://doi.org/10.1108/JMD-12-2015-0172

Publisher

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Emerald Group Publishing Limited

Copyright © 2016, Emerald Group Publishing Limited