Purpose : This study aimed to capture how psychological safety (PS) and self-efficacy (SE) influenced employee engagement within the teaching profession. It further explored how these relationships varied across different demographic groups, focusing on teachers with children, varying levels of work experience, and gender differences.

Design/Methodology/Approach : The study used a quantitative survey methodology. The survey participants included 200 teachers from a major Indian city. The results were analyzed using path analysis. The research examined the influence of SE, PS, and demographic factors (gender, parental status, and work experience) on the engagement level of teachers.

Findings : The study revealed that PS consistently influenced employee engagement among teachers, while self-efficacy showed limited direct impact overall. Teachers without children experienced positive effects from both PS and SE, whereas those with children benefited primarily from PS. Across all experience levels—from 5 to over 15 years—both factors contributed positively to engagement, highlighting the value of a psychologically supportive environment. PS enhanced engagement for male teachers. However, SE did not show any significant effect.

Research Implication : This study underscored the need for tailored engagement strategies, especially gender-specific ones, to enhance teacher engagement.

Originality/Value : Educators shape India's future human capital, driving the nation's economic growth. Prioritizing the factors that enhance their performance is vital for sustaining progress and unlocking the full potential of our educational system.

1. Aliane, N., Gharbi, H., Affes, L., & Semali, Y. (2024). The effect of procedural justice on turnover intention in a reputable Tunisian bank: Mediating role of psychological safety. Archives of Clinical Psychiatry, 51(1), 9–20. https://archivespsy.com/menu-script/index.php/ACF/article/view/2240
2. Allen, T. D., & Armstrong, J. (2006). Further examination of the link between work-family conflict and physical health: The role of health-related behaviors. American Behavioral Scientist, 49(9), 1204–1221. https://doi.org/10.1177/0002764206286386
3. Appelbaum, N. P., Lockeman, K. S., Orr, S., Huff, T. A., Hogan, C. J., Queen, B. A., & Dow, A. W. (2020). Perceived influence of power distance, psychological safety, and team cohesion on team effectiveness. Journal of Interprofessional Care, 34(1), 20–26. https://doi.org/10.1080/13561820.2019.1633290
4. Arifin, Z., Hanifah, Husein, N. M., Jihadi, M., Rini, H. P., Prasada, D., & Wijoyo, H. (2021). The role of employees' engagement and self-efficacy on employee performance: An empirical study on palm oil company. Natural Volatiles & Essential Oils, 8(4), 10177–10190. https://www.nveo.org/index.php/journal/article/view/2121/1868
5. Bailey, C., Madden, A., Alfes, K., Fletcher, L., Robinson, D., Holmes, J., Buzzeo, J., & Currie, G. (2015). Evaluating the evidence on employee engagement and its potential benefits to NHS staff: A narrative synthesis of the literature. Health and Social Care Delivery Research, 3(26). https://doi.org/10.3310/hsdr03260
6. Bandura, A. (1977a). Social learning theory. Prentice Hall. https://psycnet.apa.org/record/1979-05015-000
7. Bandura, A. (1977b). Self-efficacy: Toward a unifying theory of behavioral change. Psychological Review, 8(2), 191–215. https://doi.org/10.1037/0033-295X.84.2.191
8. Carter, W. R., Nesbit, P. L., Badham, R. J., Parker, S. K., & Sung, L.-K. (2018). The effects of employee engagement and self-efficacy on job performance: A longitudinal field study. The International Journal of Human Resource Management, 29(17), 2483–2502. https://doi.org/10.1080/09585192.2016.1244096
9. Chandel, S., Chanda, K., & Chandel, K. (2023). Factors influencing organizational commitment, job involvement, and work-life balance among employees of banks: An analysis. Prabandhan: Indian Journal of Management, 16(7), 43–58. https://doi.org/10.17010/pijom/2023/v16i7/172927
10. Chaudhary, R., Rangnekar, S., & Barua, M. K. (2012). Impact of occupational self-efficacy on employee engagement: An Indian perspective. Journal of the Indian Academy of Applied Psychology, 38(2), 329–338. https://jiaap.in/wp-content/uploads/2012/08/14-Richa-Chaudhary.pdf
11. Cropanzano, R., & Mitchell, M. S. (2005). Social exchange theory: An interdisciplinary review. Journal of Management, 31(6), 874–900. https://doi.org/10.1177/0149206305279602
12. Edmondson, A. (1999). Psychological safety and learning behavior in work teams. Administrative Science Quarterly, 44(2), 350–383. https://doi.org/10.2307/2666999
13. Gedam, R. K., Mehta, N., & Date, H. (2022). Antecedents of career decision-making self-efficacy and its impact on job satisfaction: A study in the Indian IT industry. Prabandhan: Indian Journal of Management, 15(11), 43–62. https://doi.org/10.17010/pijom/2022/v15i11/172522
14. Havenga, W., Brand, C., & Visagie, J. (2013). Revisiting the validity and reliability of the gallup workplace audit in a South African petrochemical company. Journal of the Social Sciences, 37(1), 69–79. https://www.researchgate.net/publication/277016926
15. Hu, Q., Schaufeli, W. B., & Taris, T. W. (2017). How are changes in exposure to job demands and job resources related to burnout and engagement? A longitudinal study among Chinese nurses and police officers. Stress and Health, 33(5), 631–644. https://doi.org/10.1002/smi.2750
16. Kahn, W. A. (1990). Psychological conditions of personal engagement and disengagement at work. Academy of Management Journal, 33(4), 692–724. https://doi.org/10.2307/256287
17. Kaur, S., & Bedi, A. (2017). Role of perceived organizational support in the relationship of procedural justice with organizational commitment. Prabandhan: Indian Journal of Management, 10(9), 28–38. https://doi.org/10.17010/pijom/2017/v10i9/118240
18. Kharti, P., Neeraj, K., & Kumari, P. (2022). Positive leadership: Qualitative leadership research using deductive pattern matching approach. Prabandhan: Indian Journal of Management, 15(4), 8–27. https://doi.org/10.17010/pijom/2022/v15i4/169247
19. Kurup, A. J., Pandey, S., & Charfare, M. (2020). Mediating effects of factors influencing career satisfaction of women academicians in higher education. Prabandhan: Indian Journal of Management, 13(4), 7–24. https://doi.org/10.17010/pijom/2020/v13i4/151823
20. Mansor, F. A., Jusoh, Y. H., Hashim, M. Z., Muhammad, N., & Omar, S. N. (2023). Employee engagement and organizational performance. International Journal of Accounting, Finance and Business, 8(50), 69–80. https://www.researchgate.net/publication/374327540
21. Mitterer, D. M., & Mitterer, H. E. (2023). The mediating effect of trust on psychological safety and job satisfaction. Journal of Behavioral and Applied Management, 23(1), 29–41. https://doi.org/10.21818/001c.73642
22. Mogård, E. V., Rørstad, O. B., & Bang, H. (2022). The relationship between psychological safety and management team effectiveness: The mediating role of behavioral integration. International Journal of Environmental Research and Public Health, 20(1), 406. https://doi.org/10.3390/ijerph20010406
23. Negi, A. S. (2019). The mediating and moderating role of self-efficacy in the relationship between stress and depression. Prabandhan: Indian Journal of Management, 12(9), 35–44. https://doi.org/10.17010/pijom/2019/v12i9/147128
24. Newman, A., Donohue, R., & Eva, N. (2017). Psychological safety: A systematic review of the literature. Human Resource Management Review, 27(3), 521–535. https://doi.org/10.1016/j.hrmr.2017.01.001
25. Nusannas, I. S., Yuniarsih, T., Sojanah, J., Disman, Mutmainnah, D., Rahayu, M., & Imbari, S. (2020). The effect of self-efficacy and employee engagement on employee performance in mediation by digital literation. Enrichment: Journal of Management, 11, 63–67. https://www.enrichment.iocspublisher.org/index.php/enrichment/article/view/29
26. Ozyilmaz, A., Erdogan, B., & Karaeminogullari, A. (2018). Trust in the organization as a moderator of the relationship between self‐efficacy and workplace outcomes: A social cognitive theory‐based examination. Journal of Occupational and Organizational Psychology, 91(1), 181–204. https://doi.org/10.1111/joop.12189
27. Pan, W., Sun, L.-Y., & Chow, I. H. (2011). The impact of supervisory mentoring on personal learning and career outcomes: The dual moderating effect of self-efficacy. Journal of Vocational Behavior, 78(2), 264–273. https://doi.org/10.1016/J.JVB.2010.05.001
28. Patra, Y., & Tripathi, S. (2019). Contriving human capital practices which influence organizational commitment: Reimagine future skills of HR. Prabandhan: Indian Journal of Management, 12(10), 20–32. https://doi.org/10.17010/pijom/2019/v12i10/147814
29. Reeves, M., Zeng, M., & Venjara, A. (2015). The self-tuning enterprise. Harvard Business Review, 93(6), 77–83. https://hbr.org/2015/06/the-self-tuning-enterprise
30. Sangeetha, D., & Natarajan, M. L. (2019). Unleashing the power of self-esteem: Focus on emotional intelligence and self-efficacy. Prabandhan: Indian Journal of Management, 12(7), 7–21. https://doi.org/10.17010/pijom/2019/v12i7/145582
31. Schaubroeck, J., Lam, S. S., & Peng, A. C. (2011). Cognition-based and affect-based trust as mediators of leader behavior influences team performance. Journal of Applied Psychology, 96(4), 863–871. https://doi.org/10.1037/a0022625
32. Schwarzer, R., & Jaruselem, M. (1995). Generalized self-efficacy scale. In J. Weinman, S. Wright, & M. Johnston (eds.), Measures in health psychology: A user's portfolio. Causal and control beliefs (pp. 35–37). Windsor, NFER-NELSON. https://www.drugsandalcohol.ie/26768/1/General_Self-Efficacy_Scale%20(GSE).pdf
33. Sudiyani, N. N., Kariyana, I. M., Sawitri, N. P., Perdanawati, L. P., & Setini, M. (2020). The role of creative self efficacy as mediating on entrepreneurial leadership and innovative work behavior. Solid State Technology, 63(6), 2449–2463. https://www.researchgate.net/publication/345969471
34. Truss, C., Shantz, A., Soane, E., Alfes, K., & Delbridge, D. (2013). Employee engagement, organisational performance and individual well-being: Exploring the evidence, developing the theory. The International Journal of Human Resource Management, 24(14), 2657–2669. https://doi.org/10.1080/09585192.2013.798921