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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.

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.

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.

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.

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.

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.

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.

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.

The purpose of this paper is to explore development and validation of an empowering leadership instrument for salespeople.

In all, 20 items were developed for an empowering leadership instrument based on published research, concepts and theories. The instrument was applied as a cross-sectional study for salespeople working in small and medium enterprises. The collected data were assessed using exploratory factor analysis and confirmatory factor analysis to ascertain construct validity.

The instrument established excellent reliability at 0.904. Five factors such as “Showing concern and developing strong relationships with members”, “informing”, “coaching”, “participative decision making” and “leading by example” were extracted and validated from the exploratory and confirmatory factor analysis.

The validity of this questionnaire will facilitate future research to extend the boundaries of empowering leadership measurement in the context of supervision and management in organisations. This instrument will assist researchers to gain a more comprehensive understanding of empowering leadership and further investigate its potential in future studies.

Organisational commitment (OC) has become a hot behavioural topic among researchers, scholars and consulting firms. However, OC instruments have rarely been studied and developed by academics in small and medium-sized Thai enterprises (SMEs). The purpose of this paper is to develop an instrument to measure the OC of Generation Y employees in Thai SMEs.

A measurement scale for OC was established in three stages. First, 16 questions were developed as a questionnaire based on the concepts and theories of OC, and a survey was conducted for 360 Generation Y employees working in various SMEs. Second, the questions were validated using exploratory factor analysis and, finally, confirmatory factor analysis and convergent validity were tested.

The OC instrument presented excellent reliability at 0.865. Three factors of the 16 questions as normative commitment, affective commitment and continuance commitment were extracted. These all passed the general rule of thumb for minimum acceptability of a measurement system.

This OC instrument has concrete psychometric measurements and can be applied by researchers, scholars, practitioners and organisations in other settings, especially in the Thai context. Importantly, factor analysis results suggested that the OC questionnaire was suitable for utilisation and application as is, or with minimal modifications, to various business fields and/or settings.

Employee work adjustment (EWA) represents the ability of individuals to adjust effectively to working conditions, supervisors, the environment and their peers. To deal with work adjustment in different environments, companies need to both understand and continually assess their employees. The purpose of this paper is to develop an instrument to measure EWA for small- and medium-sized enterprises (SMEs) in Thailand.

The study was conducted in three stages to develop a measurement scale for EWA. First, 18 questions were developed as a questionnaire based on concepts and theories of EWA and validated using exploratory factor analysis (EFA) into four dimensions such as work, supervisor, environment and peer adjustments. Then, a survey was conducted for 360 new employees in SMEs. Finally, confirmatory factor analysis (CFA) and convergent validity were tested along the four adjustment dimensions.

This research extended and broadened the EWA concept to provide theoretical support for the adjustment of intelligence research. Four dimensions were developed to measure EWA including aspects of work, supervisor, environment and peer.

The EWA model was examined using EFA and CFA only. Questionnaire results suggested that concrete constructs were stronger because of single-source, self-assessed data collection as the sample included only employees of SMEs in high-growth sectors of Thailand. EWA findings exhibited a good fit but results require further future refinement and validation using a larger sample size and sampling area.

The EWA questionnaire has practical use regarding management behaviour and can assist companies and practitioners to better understand the required adjustments for new employees at start-up. This knowledge will help managers to encourage and support newcomers to work better and deliver effective results. Managers and practitioners can develop and hone work adjustment practices for new recruits according to the four dimensions proposed here.

The validity of this EWA questionnaire will facilitate the future study on boundaries with EWA measurements spanning SMEs contexts. Empirical research results verified that EWA assessment offered new perspectives to explore vital individual work adjustments that are necessary for new recruits to succeed. This instrumental support will help researchers to effectively understand EWA and explore its potential in future studies.

The purpose of this paper is to investigate the direct and indirect influences of workplace environment factors on the motivation to transfer the acquired training (MT) and the transfer of training. The workplace environment factors under study encompass the organizational support, supervisor support, peer support, technological support and the opportunity to use the acquired training.

In the study, the empirical data were garnered from a sample of 220 business school students, using a 52-question questionnaire. A research framework was first proposed and the structural equation modeling subsequently utilized to test the research framework and determine the direct influence of the workplace environment factors on the transfer of training and also their indirect influence on TT through the MT variable.

The structural equation modeling model is congruent with the empirical data, with the χ² statistic of 24.414, the degree of freedom of 21, the p-value of 0.273, the goodness of fit index of 0.977 and the root mean square error of approximation of 0.027. The findings revealed that the workplace environment factors directly influenced the training transfer behavior of the participants and indirectly through the MT of the individuals. Most importantly, the proposed model could achieve the coefficient of prediction (R²) as high as 82 percent.

Workplace environment is important to motivation to transfer and transfer of training. To enhance the training transfer effectiveness, businesses should take into account the contributions associated with each environment factor in the design and implementation of training programs.

The purpose of this paper is to develop an employee job performance (EJP) scale questionnaire that encompasses the job time, job quality and job quantity dimensions of employee performance.

In this study, the questionnaire questions were first validated using exploratory factor analysis (EFA) and then confirmatory factor analysis (CFA) along the three performance dimensions. The research samples were auto-parts assembly line workers. The factor analysis results confirmed the validity of the questionnaire as a reliable employee performance evaluation tool, as evidenced by the composite reliability (CR) and the average variance extracted (AVE).

The questionnaire questions identified three factors of EJP, namely, job time, job quality and job quantity, with 13 items. The factor analysis results confirmed the validity of the questionnaire as a reliable employee performance evaluation tool, as evidenced by a CR of 0.894 and AVE of 0.739, in addition to χ²=63.340, df=54, p=0.180, goodness of fit index=0.976, adjusted goodness of fit index=0.960, RMSEA=0.021 and root mean square residue=0.014.

The EJP scale questionnaire was examined using only EFA and CFA. These scales are expected to help academics, researchers and practitioners test theories. Because of the features of the sample, the final results should be considered carefully.

Importantly, the factor analysis results suggest that the proposed EJP scale questionnaire can be applied to various industries and settings either as is or with minimal modifications.

The EJP questionnaire is novel and can serve as an excellent EJP tool to measure employees’ behavioral output. The questionnaire can provide empirical data on employee performance output based on the employee’s perspective.

The purpose of this paper is to explore the influences of work engagement and knowledge sharing as mediators of empowering leadership and innovative work behaviour.

A cross-sectional design study was used, and questionnaires were submitted to 385 engineers to test the proposed relationships. AMOS 21 and PROCESS macro 3.1 were used for statistical analysis.

The results revealed that work engagement and knowledge sharing were partially mediated by empowering leadership and innovative work behaviour.

The results of the study can be used by leaders for promoting and supporting innovative work behaviour in the organisation. Moreover, employees should be supported and enhanced to learn continuously under the consultation of the leaders.

The findings contribute to the literature on empowering leadership and innovative work behaviour by highlighting that work engagement and knowledge sharing act as mediators to empower leadership and enhance innovative work behaviour.

Perceived workplace support (PWS) is an employee’s perception of perceived organisational support (POS), perceived supervisor support (PSS), perceived co-worker support (PCS) and perceived sufficient resource support (PSRS) to operate effectively. The purpose of this paper is to explore the development and validation of employee’s PWS instrument in small and medium-sized enterprises (SMEs).

A total of 15 items of employees’ PWS instrument in SMEs were developed from the measurement base of earlier published research, concepts and theory. The instrument was applied to a cross-sectional study and data were collected as factor analyses to confirm and ascertain construct validity. Reliability was tested by measuring the internal consistency.

The instrument showed excellent reliability at 0.894. Four factors as “POS”, “PSS”, “PCS” and “PSRS” were extracted and confirmed from the confirmatory factor analysis.

PWS studies are often used by researchers, human resource departments and organisations to investigate the level of employee support. The instrument developed from this study will enable researchers, human resource departments and organisations to explore levels of POS, PSS, PCS and PSRS.

The purpose of this paper is to develop a performance management (PM) scale questionnaire that encompasses the pre-requisite, performance planning, performance evaluation, performance review, and performance application dimensions of PM.

In the study, the 33 questionnaire questions were first validated using exploratory factor analysis (EFA) and then by confirmatory factor analysis (CFA) along the three performance dimensions. The research sample consists of 330 entrepreneurs. The factor analysis results confirm the validity of the questionnaire as a reliable entrepreneur PM evaluation tool, as evidenced by the composite reliability of 0.845 and the average variance extracted of 0.532.

All constructs revealed the acceptable internal consistency reliability. A good model fit was found for the measurement model using several fit index like χ²=449.983, degree of freedom=415, p-value (p)=0.114, goodness of fit index=0.927, adjusted goodness of fit index=0.901, root mean square error of approximation=0.016, and root of mean square residuals=0.032.

The PM model was examined using EFA and CFA only. A sample with only SMEs entrepreneurs and large sample size and sample area can be used in future research.

This research paper is an endeavor to explore only the reliability and validity of the PM model. Thus all the five dimension, namely “pre-requisite” “performance planning,” “performance evaluation,” “performance review,” and “performance application” proved out of be reliable and validated when it will be tested in case of SMEs’ high-growth sectors and high-impact sectors.

The main contribution of this research is that all factors have a good fit and acceptable reliability value; each factor can be measured individually depending on the nature of the research.