Drawing on a social cognitive theory perspective, we contend that an employee's trust in oneself, or self-efficacy, will interact with the individual's trust in the system, or trust in organization, to predict job attitudes and behaviours. Specifically, we expected that selfefficacy would have stronger effects on job attitudes (job satisfaction and turnover intentions) and behaviours (task performance and organizational citizenship behaviours) to the degree to which employees perceive high levels of trust in organization. Using data collected from 300 employees and their respective supervisors at a manufacturing organization in Turkey across three waves, we found that self-efficacy had more positive effects on job satisfaction, task performance, and citizenship behaviours when trust in organization was high. Interestingly, self-efficacy had a positive effect on turnover intentions when trust in organization was low, indicating that high trust in organization buffered the effects of self-efficacy on intentions to leave. The results suggest that the motivational value of trust in oneself is stronger to the degree to which employees also have high trust in the system, whereas low trust in system neutralizes the motivational benefits of self-efficacy. Practitioner pointsPracticing managers should not only invest in increasing self-efficacy of their employees, but also invest in building trust to improve employees' attitudes, behaviours, and performance. This is because when employee trust in organization is high, employee self-efficacy has greater potential to have a positive influence over job satisfaction, task performance, and organizational citizenship behaviours. Self-efficacy may actually increase an employee's desire to leave the organization when organizational conditions are unfavourable, such as in the case of low trust in the organization. Practicing managers should be aware that employees who have high levels of confidence may be at higher risk of turnover when they are unhappy with the organization.

This study investigates the effects of servant leadership on employee attitudes, behaviors, and psychological climates. In Study 1, the empirical results are based on data for 284 employees from 12 different organizations, and in Study 2, the results are based on data for 286 employees from 15 different organizations. The results show that servant leadership is positively and significantly related to organizational citizenship behavior, job satisfaction, and psychological climate. The relationship between servant leadership and job satisfaction is also partially mediated by psychological climate. With these results, this study contributes to research showing that leadership has both direct and mediating effects on employee attitudes and behaviors.

Research in the occupational safety realm has tended to develop and test models aimed at predicting accident involvement in the workplace, with studies treating accident involvement as the starting point and examining its outcomes being more rare. In this study, we examine the relationship between accident involvement and a series of outcomes drawing upon a learned helplessness theory perspective. Specifically, we predicted that psychological empowerment would moderate the relationship between prior accident involvement and outcomes. We tested our hypotheses on a sample of 392 employees and their 66 supervisors working in an iron and steel manufacturing firm in Southern Turkey, using data collected from employees and their supervisors via four separate surveys.Results suggest that accident involvement was positively related to supervisor-rated employee withdrawal, production deviance, and sabotage only when psychological empowerment was low. The results illustrate that workplace accidents have indirect costs in the form of higher withdrawal and maladaptive behaviors, and organizations may inoculate employees against some of these outcomes via higher psychological empowerment.

Drawing from conservation of resources theory, we contend that motivation (job engagement) fully mediates the relationships between hope and human capital (antecedents) and task performance. We also propose that job engagement provides an interesting explanation for organizational citizenship behaviours (OCBs) that differs from the explanation provided by human capital. Using triad data collected from 170 employees, their supervisors, and their peers at 15 different business organizations in Turkey across four waves, we find that the associations of hope and human capital with task performance occur through job engagement. Interestingly, one path (human capital–job engagement–task performance–OCBs) provides a chain of positive associations that can explain OCBs, whereas another path (human capital–OCBs) has a direct, negative association with OCBs. The results suggest that the motivational value of job engagement leads to improvement in the task performance and OCBs of individuals who are full of hope and have high human capital. Practitioner points Practising managers should invest in hiring, training, and retaining individuals with high levels of hope and human capital to enhance job engagement in the workplace because such individuals conserve their resources to engage in their job. Job engagement in role A (task) contributes to role B (OCBs) because high accomplishment in task performance generates positive emotions, which lead to high achievement in OCBs. Therefore, practising managers should allow their subordinates to allocate their resources to addressing their multiple roles in the order of the importance that they assign to these roles because employees’ resources, energy, time, and attentional capacities are limited.

Individuals' entrepreneurial intentions are the foundations of new-organisation creation. Using the demographic-characteristics approach of entrepreneurship as its basis, this study examines the effects of selected demographic characteristics on pre-venture entrepreneurial intentions. This study analysed the responses of 698 undergraduate university students to a questionnaire to test its hypotheses. Statistical analyses found significant and positive relationships between both being a male and having an entrepreneur-parent role-model and having entrepreneurial intentions for business-administration students, but the entrepreneur-parent role-model was the sole significant and positive predictor of engineering students' entrepreneurial intentions. Age was not a significant predictor of entrepreneurial intentions for undergraduate students. This study's findings do not support birth-order argument. Implications and future research directions are also discussed.