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The purpose of this paper is twofold: first, this work replicates the existing research by examining the links between job autonomy and work-related self-efficacy; and, second, it extends the literature by investigating the relationships between work-related self-efficacy and two forms of voice such as promotive and prohibitive and by measuring the mediating role of self-efficacy on the link between job autonomy and promotive and prohibitive voice.

The authors used a self-administered instrument to conduct a survey among 1,227 highly skilled employees. The researchers received a total of 904 questionnaires. After disregarding the non-usable questionnaires, the authors retained 813 questionnaires for the study. The overall response rate was 66 percent.

The results suggest that work-related self-efficacy has a significant relationship with prohibitive voice and mediates the link between job autonomy and prohibitive voice. Meanwhile, the findings of this study indicate that there is no significant association between work-related self-efficacy and promotive voice.

This work is the first to identify the association between work-related self-efficacy and prohibitive voice and the mediating role of work-related self-efficacy on the association between job autonomy and prohibitive voice.

The purpose of this paper is to examine the impact of experiential simulation-based learning of employee self-efficacy.

The research approach is an exploratory case study of a group of trainees from the same organisation. Using a quasi-experiment, one group, pre-test-post-test design (Tharenou et al., 2007), a questionnaire with validated scales at Time 1 (T1) prior to training and Time (T2) three months after training were used. All scales had been validated by the researchers and had acceptable levels of reliability. In addition interviews are undertaken with the participants immediately at the end of the programme.

The research found strong evidence of the positive impact of the training on skills transfer to the workplace with support from supervisors as key criteria.

There remains a need for additional studies with larger and more diverse samples and studies which incorporate control groups into their design.

This study provided support for the transfer of knowledge using simulation-based training and advances our limited knowledge and understanding of simulation-based training as a form of experiential (management) learning and development.

This is the first study to undertake a longitudinal analysis of the impact on self-efficacy in the workplace and as such adds to the research in this field.

The purpose of this paper is to follow the call of researchers to take intrapersonal resources into account when trying to understand the influence of interpersonal resources by investigating the interplay of social support and self-efficacy in predicting job performance of people with disabilities.

Data were collected in an Israeli call center employing mostly people with disabilities. The independent and moderator variables were assessed by an employee survey. To avoid common source bias, job performance was rated by the supervisors four weeks after conducting the survey. Hierarchical regression analysis was used to test the hypotheses.

The first main effect hypothesis, stating a positive relationship between social support and job performance was conditionally supported (p=0.06). The relationship between self-efficacy and job performance did not gain support. In line with the extended support buffer hypothesis, the job performance of low self-efficacious employees increased with higher levels of social support. The interference hypothesis, postulating a negative effect of social support under the condition of high levels of self-efficacy, was not supported.

The results indicate that employees with disabilities differ in the level of social support they need in order to reach high levels of job performance. Instead of a one-size-fits-all-approach, organizations should take individual levels of self-efficacy into account and offer support accordingly in order to unleash the full working potential.

This is the first known empirical investigation examining the role of individual differences in the need of social support among employees with disabilities.

The reality of working in multicultural environments, in multinational companies and in a global marketplace have made an understanding of potential cultural and country differences imperative. Focuses on two constructs relevant to the study of work‐related behaviour, agentic self‐efficacy and agentic competence. Self‐efficacy may be defined as an individual’s judgement of his/her capability to organize and execute a course of action required to attain a designated type of performance. Agentic behaviour includes creating and/or taking advantage of opportunities, risk‐taking behaviour, assertiveness in the protection of one’s rights and in the pursuit of one’s goals, persistence in goal pursuits, and willingness to change one’s situation to achieve a better fit with interests, aspirations and expectations. Examines differences in agentic competence and agentic self‐efficacy across two countries: Britain and the USA. No significant differences emerged from the results, indicating the cross‐country applicability of the two concepts examined. Suggests that further research of this nature, across a broader range of constructs and countries, is needed.

The purpose of this paper is to discuss relationships between high-performance work systems (HPWSs) and productive/counterproductive behaviours initiated and performed by employees. Using the ability, motivation and opportunities (AMO) theoretical framework, the authors described how an HPWS influences employee behaviours. The authors suggest that HPWSs could increase productive work behaviour and decrease counterproductive behaviours by mediating employees' affective commitment and moderating their self-efficacy.

This study is based on data from 563 questionnaires, which were completed using the computer-assisted telephone interview method. The respondents were knowledge workers, representing companies of various sizes in the Knowledge-Intensive Business Service (KIBS) sector in Poland. Statistical verification of the mediation and moderation analyses was conducted with macro PROCESS (ver. 3.3).

This research confirmed a significant statistical relationship between all examined variables. It has been shown that HPWSs influence productive and counterproductive behaviours both directly and indirectly through mediation of affective commitment. The statistical analysis also confirmed the study’s hypothesis that self-efficacy moderates relationships between an HPWS and employee behaviours.

This study has two limitations: its cross-sectional design and the use of self-reported questionnaire data.

This study is the first to explore mediating mechanisms between HPWSs and employee performance in the context of the KIBS companies in Poland. The results indicate that HPWSs are important antecedents of productive and counterproductive behaviours among knowledge workers.

The purpose of this study is to examine the mediating effect of effort on the relationship between both accountability pressure and self‐efficacy, and auditors' performance.

The paper uses a between‐subjects experimental research design with accountability pressure manipulated randomly to two groups, accountable and non‐accountable. Each participant is required to perform internal control tasks.

Based on partial least square (PLS) analysis, results indicate that both variables, i.e. accountability pressure and self‐efficacy, are positively related to audit judgment performance through the process of high level of effort. High self‐efficacious participants who received accountability pressure would have high levels of effort, which in turn increase audit judgment performance.

This study provides further evidence on the effect of motivational factors on auditors' performance. Understanding the mediating role of some motivational variables is crucial in designing a continuous development program to enhance auditors' performance. The proposed framework of effort as a mediating variable is consistent with Libby and Lipe and Chang et al., who argue that accountability pressure and self‐efficacy would cause individuals to increase their effort in order to perform better.

The paper contributes to the literature on motivational factors that would explain the variability in audit judgments in coping with complex audit tasks.

Today, organizations work hard to improve the motivation of their employees and related knowledge, skills and abilities to enhance work performance. Among many other variables, self-efficacy proved to have an influential role in work performance. The main purpose of the current study is to investigate the role of occupational self-efficacy on work performance through intrinsic motivation by using a longitudinal analysis.

Participants were 76 employees from diverse organizations operating in an organized industrial region in Turkey. Participants filled in a weekly questionnaire during ten consecutive weeks.

Results of multilevel analyses confirmed our hypotheses by showing that occupational self-efficacy and intrinsic motivation have a significant influential role over work performance, and intrinsic motivation serve as a partial mediator in this relationship.

The study findings also reveal important information for organizational and managerial practices to improve employee motivation and performance.

This paper aims to investigate how employees’ perceptions of psychological contract violation or sense of organizational betrayal, might diminish their job satisfaction, as well as how their access to two critical personal resources – emotion regulation skills and work-related self-efficacy – might buffer this negative relationship.

Two-wave survey data came from employees of Pakistani-based organizations.

Perceived contract violation reduces job satisfaction, but the effect is weaker at higher levels of emotion regulation skills and work-related self-efficacy.

For organizations, these results show that the frustrations that come with a sense of organizational betrayal can be contained more easily to the extent that their employees can draw from relevant personal resources.

This investigation provides a more complete understanding of when perceived contract violation will deplete employees’ emotional resources, in the form of feelings of happiness about their job situation. A sense of organizational betrayal is less likely to escalate into reduced job satisfaction when employees can control their negative emotions and feel confident about their work-related competencies.

This study aims to explore the mediating role of self-efficacy and the relationship between job satisfaction and employee commitment.

The study is designed based on social cognitive theory. To collect the data, survey method is used in the present study. Questionnaires were distributed to the 75 randomly selected textile industry registered and located in Bengaluru city, India. Employees of 71 organizations participated in the survey. Out of 700 employees who received the email survey, 452 valid responses were considered for the data analysis. To examine the defined research hypothesis, a structural equation model is used.

The mediating analysis explored that the direct effect is 0.700, the indirect effect is 0.1730 and the total effect is 0.8731; it indicated that self-efficacy mediates the relationship between job satisfaction and employee commitment. Research also reveals that there is a positive relationship between self-efficacy, employee commitment and job satisfaction of employees working in the textile industry. The proposed measurement model statistics are as follows: CMIN = 2.322; df = 49; GFI = 0.958; AGFI = 0.934; NFI = 0.943; RFI = 0.923; IFI = 0.967; TLI = 0.955; CFI = 0.966. All these indices were nearer to unity.

The research findings provide insights to the management, practitioners and employers about the status of job satisfaction, self-efficacy and commitment of employees in textile organizations which will help make the strategies to increase the overall performance of the organization by enhancing the levels of job satisfaction, self-efficacy and commitment of textile industry employees.

To the best of the authors’ knowledge, this is the first study that tests the relationship among self-efficacy, job satisfaction and the mediating effect of self-efficacy of employees in Indian textile industries.

This paper aims to identify factors that could be related to creative self-efficacy. Specifically, this article examines three different levels of factors as determinants to creative self-efficacy: leader-related, self-related and job-related. After careful consideration, this study selected one determinant to represent each of the three factors. Transformational leadership represented the leader-related factors, learning orientation represented the self-related factors and autonomy represented the job-related factors of creative self-efficacy. This article also aims to examine the effect of creative self-efficacy on what is called innovative activities.

Drawing from theory the study presents a conceptual model of the aforementioned relationships. The data collection is based on a survey with a sample of employees in hospitality organizations.

The findings reveal that the job-related factors (autonomy) were the most influential determinants to creative self-efficacy, followed by the self-related factors (learning orientation) and finally leader-related factors (transformational leadership). Furthermore, creative self-efficacy has a positive effect on innovative activities. Creative self-efficacy was found to have a mediating role between the three determinant variables and the effect variable.

This study is limited to a selection of three different factors as determinants to creative self-efficacy and only one effect variable. Future research should focus on other variables that may be related to creative self-efficacy. This article suggests three main areas related to creative self-efficacy that future research should specifically focus on.

This study stresses the importance for managers to understand that creative self-efficacy is an important motivational factor for behavioural outcomes such as innovative activities. Moreover, it stresses the need for managers to give employees the necessary freedom to act on the basis of self-determination in their job role. Simultaneously, it points to the importance of building a climate and culture that triggers an individual learning orientation, increasing the creative capital in hospitality organizations. In general, this study demonstrates that creative self-efficacy may be a key personal attribute in the workplace where innovation is essential and an important aspect of firm's competitive advantage.

Creative self-efficacy is a relatively new concept. This study contributes to the understanding of this phenomenon.