The direct and indirect effects of self‐efficacy on salespeople's emotional exhaustion and work‐family conflict: A study using the job demands‐resources model

dc.creatorCarballo-Penela, Adolfo
dc.creatorVarela-Aldás, José
dc.creatorBande Videla, Belén
dc.date.accessioned2019-10-15T15:11:19Z
dc.date.available2019-10-15T15:11:19Z
dc.date.created2019-10-15T15:11:19Z
dc.identifier1936-4490
dc.identifierhttps://reunir.unir.net/handle/123456789/9441
dc.identifierhttps://doi.org/10.1002/cjas.1503
dc.description.abstractThis study integrates Social Cognitive Theory with the Job Demands-Resources Model to examine self-efficacy in relation to emotional exhaustion and work-family conflict (WFC) in a sample of 192 employees. The results obtained through structural equation analysis show: a negative association between self-efficacy and both work overload and emotional exhaustion; a positive relationship between work overload and both emotional exhaustion and WFC; that work overload mediates the relation between self-efficacy and both emotional exhaustion and WFC; that role ambiguity moderates the relation of self-efficacy with work overload; and that tenure in the sales territory moderates the relation of work overload with WFC.
dc.languageeng
dc.publisherCanadian Journal of Administrative Science-Revue Canadienne des Science de l'Administration
dc.relation;vol. 36, nº 3
dc.relationhttps://onlinelibrary.wiley.com/doi/abs/10.1002/cjas.1503
dc.rightsrestrictedAccess
dc.subjectself-efficacy
dc.subjectemotional exhaustion
dc.subjectwork overload
dc.subjectwork-family conflict
dc.subjectjob demands-resources model
dc.subjectJCR
dc.subjectScopus
dc.titleThe direct and indirect effects of self‐efficacy on salespeople's emotional exhaustion and work‐family conflict: A study using the job demands‐resources model
dc.typeArticulo Revista Indexada


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