Exploring the role of organisational learning culture in the relationship between teamwork self-efficacy and employee satisfaction: Insights from the Indian IT Sector across generations - An application of PLS predict

Purpose: Comprehending employee satisfaction (ES) and its determinants is essential in the contemporary workplace, as it profoundly influences productivity, retention, and overall organisational performance. This study examines the functions of organisational learning culture (OLC) in mediating and moderating the association between teamwork self-efficacy (TSE) and ES.Design/methodology/approach: Data were collected from 397 Information Technology (IT) experts in Tier 1 cities of India using purposive sampling technique. The data were analyzed using partial least squares–structural equation modeling (PLS-SEM), followed by PLS predict algorithm.Findings: The results indicated that OLC partially mediates and moderates the link between TSE and ES. Furthermore, the study demonstrated that generational differences significantly influenced ES.Practical implications: This study identifies generational disparities in satisfaction levels, specifically contrasting Generation Z with Generation X and Generation Y. Human Resource Development (HRD) professionals must enhance the organisational learning culture to mitigate generational inequalities in learning outcomes, thereby fulfilling both personal and organisational objectives in intrinsic and extrinsic dimensions.Originality/value: This study decisively expands the literature on OLC by uncovering its mediating and moderating roles in the relationship between TSE and ES. The findings demonstrate that OLC significantly strengthens this relationship, as confirmed by PLSpredict, which validates the model's reproducibility. Furthermore, the research asserts the necessity of addressing generational differences in employee satisfaction, particularly for Generation Z. It strongly recommends targeted HR strategies, including enhanced group activities and mentoring, to foster collaboration across age groups effectively.

Authors

Publication Details

Journal
Intangible Capital
Published
2025-06-19
DOI
https://doi.org/10.3926/ic.3171
Primary Topic
Organizational and Employee Performance
Type
article
Field-Weighted Citation Impact
0.00
Controls
|||
ALL TIME
JAN
FEB
MAR
APR
MAY
JUN
JUL
AUG
SEP
OCT
article

Exploring the role of organisational learning culture in the relationship between teamwork self-efficacy and employee satisfaction: Insights from the Indian IT Sector across generations - An application of PLS predict

A. Shakti Priya, Prabu B. Christopher
Intangible Capital
Organizational and Employee Performance
article

Exploring the role of organisational learning culture in the relationship between teamwork self-efficacy and employee satisfaction: Insights from the Indian IT Sector across generations - An application of PLS predict

A. Shakti Priya, Prabu B. Christopher
article en

Abstract

Purpose: Comprehending employee satisfaction (ES) and its determinants is essential in the contemporary workplace, as it profoundly influences productivity, retention, and overall organisational performance. This study examines the functions of organisational learning culture (OLC) in mediating and moderating the association between teamwork self-efficacy (TSE) and ES.Design/methodology/approach: Data were collected from 397 Information Technology (IT) experts in Tier 1 cities of India using purposive sampling technique. The data were analyzed using partial least squares–structural equation modeling (PLS-SEM), followed by PLS predict algorithm.Findings: The results indicated that OLC partially mediates and moderates the link between TSE and ES. Furthermore, the study demonstrated that generational differences significantly influenced ES.Practical implications: This study identifies generational disparities in satisfaction levels, specifically contrasting Generation Z with Generation X and Generation Y. Human Resource Development (HRD) professionals must enhance the organisational learning culture to mitigate generational inequalities in learning outcomes, thereby fulfilling both personal and organisational objectives in intrinsic and extrinsic dimensions.Originality/value: This study decisively expands the literature on OLC by uncovering its mediating and moderating roles in the relationship between TSE and ES. The findings demonstrate that OLC significantly strengthens this relationship, as confirmed by PLSpredict, which validates the model's reproducibility. Furthermore, the research asserts the necessity of addressing generational differences in employee satisfaction, particularly for Generation Z. It strongly recommends targeted HR strategies, including enhanced group activities and mentoring, to foster collaboration across age groups effectively.

Intangible CapitalVol. 21(2)
Decent work and economic growth
Openalex Percentile: Top 93%
Organizational and Employee Performance
AI Navigator

Ask Laika to Summarize, Analyze, and Connect papers live on the map.

Summarize Papers & Methodologies

Extract key findings, datasets, and comparative methods across publications.

Benchmark Rankings & Visual Analytics

Rank top research institutions, authors, funders, topics, and journals by Field-Weighted Citation Impact (FWCI) and paper volume with instant charts.

Connect Distant Disciplines

Bridge topological clusters on the map to find hidden collaborative intersections.