Search results

The study involves testing a mediation model wherein self‐efficacy is proposed as a mediator between challenging job demands and work engagement. The respondents (n = 107) were executives employed in the Indian public sector power major. The hypothesized model was tested using the Structural Equation Modeling techniques. The first three hypotheses proposing the positive relationship among the study constructs (i.e., job challenge and work engagement; job challenge and self‐efficacy; self‐efficacy and work engagement) were confirmed through results. Further, the mediation hypothesis proposing self‐efficacy as a mediator between job challenge and work engagement was established. The findings signify that addressing job challenges helps individuals to build confidence and facilitate their engagement with work.

There is building evidence in India that the delivery of health services suffers from an actual shortfall in trained health professionals, but also from unsatisfactory results of existing service providers working in the public and private sectors. This study focusses on the public sector and examines de facto institutional and governance arrangements that may give rise to well-documented provider behaviors such as absenteeism, which can adversely affect service delivery processes and outcomes. The paper considers four human resource management subsystems: postings, transfers, promotions, and disciplinary practices. The four subsystems are analyzed from the perspective of front line workers, that is, physicians working in rural health care facilities operated by two state governments. Physicians were sampled in one post-reform state that has instituted human resource management reforms and one pre-reform state that has not. The findings are based on quantitative and qualitative measurement. The results show that formal rules are undermined by a parallel modus operandi in which desirable posts are often determined by political connections and side payments. The evidence suggests an institutional environment in which formal rules of accountability are trumped by a parallel set of accountabilities. These systems appear so entrenched that reforms have borne no significant effect.