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Article
Publication date: 7 August 2019

Khahan Na-Nan, Salitta Saribut and Ekkasit Sanamthong

Currently, small and medium-sized enterprises (SMEs) concentrate on developing their employees’ potential to ensure high job performance. Enhancing the perception of…

Abstract

Purpose

Currently, small and medium-sized enterprises (SMEs) concentrate on developing their employees’ potential to ensure high job performance. Enhancing the perception of efficacy is important to encourage employees to perform their responsibilities with increased self-confidence. Perceived environmental support and knowledge sharing are also significant factors that boost employees’ potential to achieve targets. The purpose of this paper is to examine how self-efficacy (SE) relates both directly and indirectly to employee job performance through perceived environmental support and knowledge sharing.

Design/methodology/approach

Empirical data were garnered from a sample of 344 admins working at SMEs in Central Thailand and structural equation modelling was used to test the proposed relationships.

Findings

SE had a strong positive influence on employee job performance, perceived environmental support and knowledge sharing, while perceived environmental support and knowledge sharing positively influenced employee job performance. Perceived environmental support and knowledge sharing were considered to be partial mediating factors of SE in the employee job performance model.

Originality/value

This research extends understanding of the relationship between SE and employee job performance. The findings shed light on mediating roles of perceived environmental support and knowledge sharing regarding the relationship between SE and employee job performance.

Details

Industrial and Commercial Training, vol. 51 no. 6
Type: Research Article
ISSN: 0019-7858

Keywords

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Article
Publication date: 9 January 2020

Khahan Na-Nan, Peerapong Pukkeeree, Ekkasit Sanamthong, Natthaya Wongsuwan and Auemporn Dhienhirun

Counterproductive work behaviour (CWB) is a type of behaviour of an individual that works against an organisation or employer, and he/she is usually discretionary (i.e…

Abstract

Purpose

Counterproductive work behaviour (CWB) is a type of behaviour of an individual that works against an organisation or employer, and he/she is usually discretionary (i.e. individuals make conscious choices as to whether they want to commit aberrant work behaviour). To deal with CWB in different contexts, organisations need to both understand and continually measure their employees in terms of behaviour and work. This study aims to develop an instrument to measure CWB for small and medium-sized enterprises in Thailand.

Design/methodology/approach

The study was conducted in three stages to develop a measurement scale for CWB. First, 27 questions were developed as a questionnaire based on concepts and theories of CWB and then verified using exploratory factor analysis with three CWB dimensions, namely “poor behaviour”, “misuse of organisational resources” and “inappropriate communication”. The questionnaire surveyed a total of 386 individuals working in SMEs. Finally, confirmatory factor analysis (CFA) and convergent validity were examined following the three CWB dimensions.

Findings

Three dimensions were developed to measure CWB, including aspects of poor behaviour, misuse of organisational resources and inappropriate communication.

Practical implications

The CWB questionnaire has practical use for assessing employee behaviour and can assist organisations and practitioners to better understand the CWB of employees. This know-how will help practitioners to assess employee behaviour and can be used to manage or develop this into good behaviour as valued members of the organisation.

Originality/value

The validity of the CWB questionnaire questions will facilitate the future research on the boundaries with CWB assessments spanning different SMEs contexts. Empirical study results validated that CWB measurement offered new perspectives to explore vital employee behavioural deviation that are necessary for the inspection employee behavioural deviation. This instrumental support will also help researchers to effectively understand CWB and explore its potential in future studies.

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Article
Publication date: 29 July 2019

Khahan Na-Nan and Ekkasit Sanamthong

Relationship between self-efficacy (SE) and employee job performance (EJP) is of vital importance for organizations but remains unclear. A more comprehensive understanding…

Abstract

Purpose

Relationship between self-efficacy (SE) and employee job performance (EJP) is of vital importance for organizations but remains unclear. A more comprehensive understanding demonstrated that perceived workplace support (PWS), motivation to transfer (MT) and transfer of training (TT) had mediating effects on the relationship between SE and EJP. The paper aims to discuss these issues.

Design/methodology/approach

Empirical data were garnered from 250 alumni of the Engineering Faculty, Rajamangala University of Technology Thanyaburi, Thailand through a questionnaire requesting 62 answers. A research outline was proposed, with structural equation modeling utilized to test the framework, determine the direct influence of SE on EJP and also any indirect influences on EJP through PWS, MT and TT variables.

Findings

SE increased EJP through enhancing PWS, MT and TT. In addition, PWS, MT and TT were determined as partial mediator factors of SE on EJP.

Originality/value

Empirical evidence was presented as two mechanisms that helped to explain the effect of SE on EJP. To enhance EJP, organizations should consider contributions associated with SE, PWS, MT and TT when designing and implementing transfer training for effective EJP.

Details

International Journal of Quality & Reliability Management, vol. 37 no. 1
Type: Research Article
ISSN: 0265-671X

Keywords

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Article
Publication date: 4 March 2021

Khahan Na-Nan, Jamnean Joungtrakul, Ian David Smith and Ekkasit Sanamthong

To develop and validate an instrument to measure the problems associated with performance appraisal.

Abstract

Purpose

To develop and validate an instrument to measure the problems associated with performance appraisal.

Design/methodology/approach

The implementation was in two phases. Phase 1 involved the development and validation of an instrument to measure the problems with performance appraisal. Phase 2 involved the exploration and confirm the construct measurement. Data used in Phase 1 were collected from interviews with administrators and employees in the automotive parts manufacturing industry and five experts. In Phase 2, data were derived from questionnaires sent to 320 employees of automotive parts manufacturers in the Eastern Region of Thailand.

Findings

Problems concerning performance appraisals were classified into two components as problems with the appraisal process and problems with the appraising person. The concepts, theories and interview results that were used to develop the instrument and assess problems with performance appraisals were consistent with the empirical evidence.

Practical implications

The developed instrument may be used to measure problem levels of performance appraisals in organizations with high accuracy and reliability. Findings may be used as guidelines for management to effectively reduce problems with performance appraisals. The instrument may also be used for research measurement of organizational problems concerning performance appraisal.

Social implications

Fairness, transparency and testability are aspects of effective management. Ignorance of problems in performance appraisals may have negative effects on a conducive working atmosphere and behaviors at the personal, group and organizational levels. Therefore, the findings of this study have social implications for the capability to examine fairness in employees' performance appraisals.

Originality/value

The instrument for measuring problems with performance appraisal was developed based on the combination of concepts, theories and interview and questionnaire data. This instrument facilitates human resource officers, managers and organizations in measuring the levels of problems with performance appraisals.

Details

International Journal of Quality & Reliability Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0265-671X

Keywords

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Article
Publication date: 9 June 2020

While the real impact of the Trump administration’s time in in power won’t be definitively described until long after he finally closes the door on the White House, there…

Abstract

Purpose

While the real impact of the Trump administration’s time in in power won’t be definitively described until long after he finally closes the door on the White House, there will already be inklings as to how people think the President performed in the role. These inklings will, of course, be uniformly split down party lines. However, each partisan grouping will have their own perceptions of how Trump performed. For Republicans, they may well on the whole agree that he did indeed “make America great again,” and to a greater or lesser degree think he was a good President; the Democrats will also have spectrum of opinion, but based around just how badly he performed.

Design/methodology/approach

This briefing is prepared by an independent writer who adds his/her own impartial comments and places the articles in context.

Findings

While the real impact of the Trump administration’s time in in power won’t be definitively described until long after he finally closes the door on the White House, there will already be inklings as to how people think the President performed in the role. These inklings will, of course, be uniformly split down party lines. However, each partisan grouping will have their own perceptions of how Trump performed. For Republicans, they may well on the whole agree that he did indeed “make America great again,” and to a greater or lesser degree think he was a good President; the Democrats will also have spectrum of opinion, but based around just how badly he performed.

Practical implications

This paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations.

Originality/value

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Details

Development and Learning in Organizations: An International Journal, vol. 35 no. 2
Type: Research Article
ISSN: 1477-7282

Keywords

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