Training practices and job performance in public universities: leveraging on self-efficacy and organizational politics
AbstractThis study examines the effect of training practices on job performance in the public sector of a sub-Saharan African region. Building on social cognitive theory, this study integrates the mediating role of self-efficacy and the moderating role of perceived organizational politics to explain...
| Main Authors: | , , |
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| Format: | Article |
| Language: | English |
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Taylor & Francis Group
2024-12-01
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| Series: | Cogent Business & Management |
| Subjects: | |
| Online Access: | https://www.tandfonline.com/doi/10.1080/23311975.2024.2328309 |
| _version_ | 1797245459876544512 |
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| author | Claudia Omari Somuah Henry Kofi Mensah Prince Gyimah |
| author_facet | Claudia Omari Somuah Henry Kofi Mensah Prince Gyimah |
| author_sort | Claudia Omari Somuah |
| collection | DOAJ |
| description | AbstractThis study examines the effect of training practices on job performance in the public sector of a sub-Saharan African region. Building on social cognitive theory, this study integrates the mediating role of self-efficacy and the moderating role of perceived organizational politics to explain employees’ performance in public universities. This study is a quantitative survey using Structural Equation Modeling (SEM) to analyze the responses of 370 non-teaching staff members at public universities in Ghana. The findings show a positive and significant relationship between training and job performance. The study also finds that self-efficacy fully mediates the effect of training on task and contextual performance but partially on adaptive performance. The study further establishes that perceived organizational politics moderate the effect of training on contextual performance but not on self-efficacy and job performance. Again, perceived organizational politics moderated the relationship between self-efficacy and job performance. Based on the findings, this study provides two key practical implications for the leadership of public institutions in general and public universities. First, the human resources divisions of various public universities must concentrate on training to enhance job performance. Second, the directorate of human resources of public universities and all public sector institutions must devise strategies to minimize organizational politics, which negatively affects overall job performance. Implications for theory and practice are also discussed. |
| first_indexed | 2024-04-24T19:27:15Z |
| format | Article |
| id | doaj.art-06e08faf2bb245e5888aa40a4c8a8067 |
| institution | Directory Open Access Journal |
| issn | 2331-1975 |
| language | English |
| last_indexed | 2024-04-24T19:27:15Z |
| publishDate | 2024-12-01 |
| publisher | Taylor & Francis Group |
| record_format | Article |
| series | Cogent Business & Management |
| spelling | doaj.art-06e08faf2bb245e5888aa40a4c8a80672024-03-25T14:42:53ZengTaylor & Francis GroupCogent Business & Management2331-19752024-12-0111110.1080/23311975.2024.2328309Training practices and job performance in public universities: leveraging on self-efficacy and organizational politicsClaudia Omari Somuah0Henry Kofi Mensah1Prince Gyimah2Institute of Entrepreneurial Development Education and Innovation, Akenten Appiah-Menka University of Skills Training and Entrepreneurial Development, Kumasi, GhanaKNUST School of Business, KNUST Post Office, PMB, Kwame Nkrumah University of Science and Technology (KNUST), Kumasi, GhanaDepartment of Accounting Studies Education, Akenten Appiah-Menka University of Skills Training and Entrepreneurial Development, Kumasi, GhanaAbstractThis study examines the effect of training practices on job performance in the public sector of a sub-Saharan African region. Building on social cognitive theory, this study integrates the mediating role of self-efficacy and the moderating role of perceived organizational politics to explain employees’ performance in public universities. This study is a quantitative survey using Structural Equation Modeling (SEM) to analyze the responses of 370 non-teaching staff members at public universities in Ghana. The findings show a positive and significant relationship between training and job performance. The study also finds that self-efficacy fully mediates the effect of training on task and contextual performance but partially on adaptive performance. The study further establishes that perceived organizational politics moderate the effect of training on contextual performance but not on self-efficacy and job performance. Again, perceived organizational politics moderated the relationship between self-efficacy and job performance. Based on the findings, this study provides two key practical implications for the leadership of public institutions in general and public universities. First, the human resources divisions of various public universities must concentrate on training to enhance job performance. Second, the directorate of human resources of public universities and all public sector institutions must devise strategies to minimize organizational politics, which negatively affects overall job performance. Implications for theory and practice are also discussed.https://www.tandfonline.com/doi/10.1080/23311975.2024.2328309Organizational politicsself-efficacypublic sectortraining and performanceuniversitiesSub-Saharan Africa |
| spellingShingle | Claudia Omari Somuah Henry Kofi Mensah Prince Gyimah Training practices and job performance in public universities: leveraging on self-efficacy and organizational politics Cogent Business & Management Organizational politics self-efficacy public sector training and performance universities Sub-Saharan Africa |
| title | Training practices and job performance in public universities: leveraging on self-efficacy and organizational politics |
| title_full | Training practices and job performance in public universities: leveraging on self-efficacy and organizational politics |
| title_fullStr | Training practices and job performance in public universities: leveraging on self-efficacy and organizational politics |
| title_full_unstemmed | Training practices and job performance in public universities: leveraging on self-efficacy and organizational politics |
| title_short | Training practices and job performance in public universities: leveraging on self-efficacy and organizational politics |
| title_sort | training practices and job performance in public universities leveraging on self efficacy and organizational politics |
| topic | Organizational politics self-efficacy public sector training and performance universities Sub-Saharan Africa |
| url | https://www.tandfonline.com/doi/10.1080/23311975.2024.2328309 |
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