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• W2004839515 abstract "Purpose The purpose of this study is to explore the relationships between learning and ethical behavior with mediation of self‐efficacy. The current study is distinguished from previous studies by its investigation of the relationships of three variables such as learning, self‐efficacy, and ethical behavior based on the four‐level model of Kirkpatrick and transfer of training by the application of the social cognitive theory of Bandura through the analysis of human resource development (HRD) in corporate social responsibility (CSR) activity in local Thai firms. This study aims to encourage organizations to prepare and construct “ethical behavior” through CSR activity. Design/methodology/approach Linear and multiple regression procedures were the basis of the analyses and a PASW statistics version 18 macro (syntax) was used. Findings The major finding was that self‐efficacy mediated the relationship between learning (KSA change) and ethical behavior. Practical implications The researchers believe that companies should promote and encourage employees to participate in actual learning of such kinds of CSR activity in order to develop confidence. To achieve this goal, in addition to the purpose of KSA, improvement learning emphasis should be arranged to support self‐efficacy of employees and increase a person's confidence in his/her ability to eventually perform ethical behavior. In terms of modification of the four‐level model, the company ought to add “self‐efficacy” into the procedure of the training and/or activity evaluation to increase its effectiveness. Originality/value The study examined Kirkpatrick's foul‐level evaluation model and transfer of training by the application of Bandura's social cognitive theory." @default.
• W2004839515 created "2016-06-24" @default.
• W2004839515 creator A5052583730 @default.
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• W2004839515 date "2012-04-13" @default.
• W2004839515 modified "2023-10-05" @default.
• W2004839515 title "Self‐efficacy as a mediator of the relationships between learning and ethical behavior from human resource development in corporate social responsibility activity" @default.
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• W2004839515 doi "https://doi.org/10.1108/17574321211207944" @default.
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