No abstract

PurposeThe purpose of this paper is to examine the effect of work characteristics on members’ self‐efficacy and collective efficacy, and the subsequent effect on police officers’ performance.Design/methodology/approachA multilevel model is adopted to analyze quantitative data obtained by using 812 police officers and 54 chiefs of police stations in Taiwan as the research objects.FindingsThe authors found that work characteristics affected members’ self‐efficacy and collective efficacy, which further affected the individual‐ and group‐level performance and the contextual effect of social work characteristics (SWCs) and collective efficacy on self‐efficacy and individual performance. The authors also confirmed the cross‐level moderation of social characteristics on the relationship between motivational work characteristics (MWCs) and self‐efficacy, and between self‐efficacy and individual performance.Research limitations/implicationsA limitation was the characteristics of the sample, which consisted of mostly first‐line uniformed police officers in Taiwan. From the perspective of managerial implications, it is felt that police organizations should beef up the training on police officers’ collective efficacy, such as building group spirit, improving members’ sense of responsibility, and building up trust with the organization.Originality/valueThe findings prove that the study of work design is particularly important for enhancing the management effectiveness of police organization, because it explains the causes of a number of organizational behaviors as well as a number of important results that influence the police organization (e.g. efficacy and performance).

This paper investigates the possible benefits and effects of energy-saving attitude, subjective norm, perceived behavioral control, and the behavioral intention of employees on habits in the workplace. The total sample size was 322 respondents. Confirmatory Factor Analysis (CFA) and Structural Equation Modeling (SEM) were used for the statistical analysis. The analytical results indicate that energy-saving attitude and perceived behavioral control correlate positively with the employees’ energy-saving habits. However, the subjective norm does not have a positive correlation with employees’ energy-saving habits. In addition, an examination of the mediating effect reveals that employees’ behavioral intentions are a significant mediator for energy-saving attitude, the subjective norm, and perceived behavioral control of the employees’ energy-saving habit. Moreover, this study provides a framework for the management of energy-saving in the workplace, and closes with a discussion on the theoretical and practical implications of the research findings.