Mediating effects of perceived environment support and knowledge sharing between self-efficacy and job performance of SME employees

Na-Nan, Khahan; Saribut, Salitta; Sanamthong, Ekkasit

doi:10.1108/ict-01-2019-0009

Cited by 24 publications

(22 citation statements)

References 77 publications

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“…The empirical finding of this study reveals that POS is directly related to PJS and PJP. In this study, it was found that POS has significant positive direct effect on PJP, the finding is consistent with past empirical findings of Na-Nan, Saribut and Sanamthong [9], Xiu, Dauner and McIntosh [10], Du et al [11], Byrne and Hochwarter [12], Biswakarma [13], Burmeister and Deller [14], Yaakobi and Weisberg [15], Wickramasinghe and Wickramasinghe [8], Hakkak, Gashti, and Nawaser [1], Guan, Sun, Hou, Zhao, and Luan [17], Armeli, Eisenberger, Fasolo, and Lynch [16], Eisenberger, Huntington, and Hutchison [6], where it was mentioned that the critical role in the employees' performance, they are to be sufficiently supported by the organization [13]. Burmeister and Deller [14], Yaakobi and Weisberg [15] concluded that perceived environmental support and knowledge sharing as the main factors which can heightened active job performance.…”

Section: Discussionsupporting

confidence: 92%

“…Perceived Organizational Support can have direct and indirect effect on employee behavior and the relation between them [1]. Na-Nan, Saribut and Sanamthong [9] study found that perceived environmental support and knowledge sharing positively influenced employee job performance of 344 admins working at SMEs in Central Thailand. Xiu, Dauner and McIntosh [10] in a study of 297 employees working at a public university in the US Midwest showed a result that employees' perceptions of organizational support for employee health positively related to both turnover intention and job performance.…”

Section: Perceived Organizational Support and Perceived Job Performancementioning

confidence: 99%

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Mediating Role of Job Satisfaction in the Relationship Between Organizational Support and Job Performance

Sharma¹,

Biswakarma²

2020

EBM

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Organizational support is a vital component providing help to employees to perform, however, the support meant to be meaningful and make individual satisfied with the job. It becomes more specific in the hospitality sector, especially hotel industry being a service sector, in which the performance of the employees is directly linked to the customers satisfaction. Subsequently for business performance and sustainability. In this view, this study aims to examining the interlinkage of perceived organizational support, perceived job satisfaction and perceived job performance. In addition, it investigated the mediating effect of perceived job satisfaction to relationship of perceived organizational support and perceived job performance. This study adopts a quantitative approach and a sample of 200 hotel employees were approached, out of which 158 employees responded. Results indicates that perceived organizational support is correlated with perceived job satisfaction and perceived job performance. It suggests job satisfaction mediated the effect of perceived organizational support on perceived job performance. The study findings presented concrete evidence that perceived organizational support and perceived job performance can be strengthen when employee perceived a satisfaction with their job. Thus, perceived organizational support can strongly relate with achieving higher level of perceived job performance in hotel industry with mediations of perceived job satisfaction. The finding of current study can help administrators, particularly in hotel industry to find ways to use organizational support to increase job performance.

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Section: Discussionsupporting

confidence: 92%

Section: Perceived Organizational Support and Perceived Job Performancementioning

confidence: 99%

Mediating Role of Job Satisfaction in the Relationship Between Organizational Support and Job Performance

Sharma¹,

Biswakarma²

2020

EBM

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“…Extant literature presents the link between KS and various organizational processes and outcomes. For example, KS impacts learning (Senge, 2006), employee commitment (Naim and Lenkla, 2016) and job performance of employees (Na-Nan et al, 2019). Here authors want to emphasize the link between training and KS.…”

Section: Knowledge Sharingmentioning

confidence: 99%

Organisational justice and innovative behaviour: Is knowledge sharing a mediator?

Jnaneswar¹,

Ranjit²

2020

ICT

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Purpose Encouraging employees to exhibit innovative behaviour at the workplace is the need of the hour. Prior studies reported the impact of organisational justice on innovative behaviour; however, the majority of these studies are from the Western context. Moreover, the underlying mechanism linking these variables, namely, the role of knowledge sharing, is sparse. The purpose of this paper is to examine the mediating role of knowledge sharing in the relationship between organisational justice and innovative behaviour through the lens of social exchange theory in the Indian context. Design/methodology/approach Mediation analysis using PROCESS macro was performed on a sample of 288 employees using three structured questionnaires. Participants were recruited from various manufacturing organisations in India. The validity of the hypothesised model was established using AMOS software. Findings Organisational justice impacted both knowledge sharing and innovative behaviour. It was also illustrated that knowledge sharing influenced employees’ innovative behaviour. The most important finding is the partial mediation of knowledge sharing in the organizational justice–innovative behaviour relationship. Originality/value This study tries to demystify the organisational justice–innovative behaviour relationship by highlighting knowledge sharing as an underlying mechanism. The existing theoretical framework that describes the effects of organisational justice is enriched.

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“…This concept may be relevant to understanding IWB in SMEs since the small number of employees in SMEs may be conducive to developing a heightened sense of ownership among employees because of their close relationship with the owner-manager (Bernhard and O'Driscoll, 2011). Additionally, Na-Nan et al (2019) found that enhancing self-efficacy and perceived organisational support significantly affected employee performance in SMEs. Therefore, future studies should also examine how contextual support conditions, such as the provision training and development opportunities, may be associated with employees' propensity to engage in IWB.…”

Section: Limitations and Suggestions For Future Researchmentioning

confidence: 99%

Exploring the effects of small- and medium-sized enterprise employees' job satisfaction on their innovative work behaviours: the moderating effects of personality

Mustafa

Coetzer

Ramos

et al. 2021

JOEPP

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PurposeThe purpose is to contribute to the debate on how job satisfaction might influence small and medium-sized enterprise (SME) employees' propensity to engage in innovative work behaviours. The authors examine the relations between job satisfaction and innovative work behaviour and each of its sub-dimensions: idea generation, promotion and realisation. Additionally, the authors explore the potential moderating effects of openness to experience and conscientiousness on the relations between job satisfaction and innovative work behaviour and each of the sub-dimensions of innovative work behaviour.Design/methodology/approachPaper-based questionnaires were used to collect data from employees in 28 SMEs located in the Aargau region of Switzerland. All the SMEs were part of the high-tech manufacturing industry. The authors’ hypothesized model was tested using hierarchal regression analysis on a sample of 125 employees.FindingsJob satisfaction was positively related to innovative work behaviour and to each of its sub-dimensions: idea generation, promotion and realisation. Openness to experience moderated the relationships between job satisfaction and innovative work behaviour and job satisfaction and the sub-dimensions idea generation, idea promotion and idea realisation. However, conscientiousness did not moderate the relationship between job satisfaction and innovative work behaviour, nor between job satisfaction and each of the sub-dimensions of innovative work behaviour.Practical implicationsFindings demonstrate that supportive work environments in SMEs which help develop job satisfaction among employees can have positive effects on the discretionary performances of employees.Originality/valueStudies that examine relationships between job satisfaction and innovative work behaviours in SMEs are extremely sparse. This study makes novel contributions to this line of inquiry by examining how job satisfaction relates to each of the three sub-dimensions of innovative work behaviour and by exploring the potential moderating roles of two important personality traits in these relationships.

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Mediating effects of perceived environment support and knowledge sharing between self-efficacy and job performance of SME employees

Cited by 24 publications

References 77 publications

Mediating Role of Job Satisfaction in the Relationship Between Organizational Support and Job Performance

Mediating Role of Job Satisfaction in the Relationship Between Organizational Support and Job Performance

Organisational justice and innovative behaviour: Is knowledge sharing a mediator?

Exploring the effects of small- and medium-sized enterprise employees' job satisfaction on their innovative work behaviours: the moderating effects of personality

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