Empowerment and Employee Well-Being: A Mediation Analysis Study

Marín-García, Juán A.; Bonavía, Tomás

doi:10.3390/ijerph18115822

Cited by 24 publications

(15 citation statements)

References 122 publications

(212 reference statements)

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“…Sharing knowledge with colleagues can threaten their performance by increasing competition [7], anxiety, and stress. Employees who have self-efficacy are more likely to have more positive relationships with others [58]. Positive personal and external resources facilitate knowledge sharing [59].…”

Section: The Moderated Mediating Role Of Self-efficacymentioning

confidence: 99%

Effects of Employee Well-Being and Self-Efficacy on the Relationship between Coaching Leadership and Knowledge Sharing Intention: A Study of UK and US Employees

Wang

Kang

Choi

2021

IJERPH

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Knowledge acquisition practices are important to enterprises, particularly since market competition is intensifying. In recent years, organizations have begun to pay more attention to knowledge sharing practices. Many organizations are looking for methods to motivate their employees to actively share knowledge with other employees. This study uses the conservation of resources theory to examine coaching leadership as an antecedent—and employee well-being as a mediator—in facilitating knowledge sharing intention; it finds that self-efficacy is the boundary condition in these relations. We collected data in two waves and recruited participants online—full-time employees in the UK and US. Using a sample of 322 employees, we conducted a confirmatory factor analysis to test the validity of the results and used hierarchical multiple regression to examine the direct and interaction effects. Then, we used the bootstrapping method to test the indirect and moderated mediation effects. Our results show that coaching leadership is positively related to knowledge sharing intention, and employee well-being mediates the relationship. Moreover, self-efficacy positively moderates the direct and indirect effects. Our findings demonstrate that employee well-being is a mediating mechanism in the relationship between coaching leadership and knowledge sharing intention, with self-efficacy acting as a boundary condition.

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Section: The Moderated Mediating Role Of Self-efficacymentioning

confidence: 99%

Effects of Employee Well-Being and Self-Efficacy on the Relationship between Coaching Leadership and Knowledge Sharing Intention: A Study of UK and US Employees

Wang

Kang

Choi

2021

IJERPH

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“…Occupational wellbeing is described as the total quality of an employee's job experience and performance at work (Marin-Garcia & Bonavia, 2021). Leadership is a fundamental factor for fostering EW and performance (Luu, 2021;Tummers & Bakker, 2021).…”

Section: Transformational Leadership and Employee Wellbeingmentioning

confidence: 99%

How does Transformational Leadership Affect Employee Wellbeing? Investigating The Sequential Mediating Effect of Psychological Empowerment and Job Crafting

Zaki

Ali²

2022

Journal of Association of Arab Universities for Tourism and Hos

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“…Organisations are showing interest in these practices in their attempt to improve profitability, engagement (Saad, Gaber & Labib, 2021) and organisational citizenship behaviour (Tamunomiebi, 2020). In this context, empowerment, organisational citizenship behaviour and employee engagement become important methods to improve employee and organisational performance (Marin-Garcia & Bonavia, 2021;Saad et al, 2021).…”

Section: Introductionmentioning

confidence: 99%

The impact of employee empowerment on organizational performance: A mediating role of employee engagement and organisational citizenship behaviour

Afram

Manresa

Mas‐Machuca

2022

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Purpose:The aim of the study is to assess the mediating role of employee engagement and organisational citizenship behaviour on the relationship between employee empowerment (structural, psychological) and organisational performance in non-commercial banks in Ghana.Design/Methodology/ approach: SEM (EQS) was used to test the proposed hypothesis based on 304 employees selected from eight non-commercial banks in the Bono Region, Ghana.Findings: Organisational citizenship behaviour was a significant mediator on the relationship between employee empowerment (structural and psychological) and organisational performance. However, employee engagement showed no positive effect on the relationship between employee empowerment (structural, psychological) and organisational performance.Research limitations/Implications: This study assists managers and leaders to understand how employee empowerment influences organisational performance in the current business environment. The study was conducted in a particular area; Ghana, making it difficult to generalise the results across other countries. Practical implication: The study provides practical knowledge to managers and leaders on the role of organisational citizenship behaviour and employee engagement on the relationship between employee empowerment (structural, psychological) and organisational performance that facilitates the decision-making process.Originality and value: The originality of the present study relays on the interaction among structural and psychological empowerment, organisational citizenship behaviour, employee engagement and organisational performance in a developing economy where this research has not been done before.

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Empowerment and Employee Well-Being: A Mediation Analysis Study

Cited by 24 publications

References 122 publications

Effects of Employee Well-Being and Self-Efficacy on the Relationship between Coaching Leadership and Knowledge Sharing Intention: A Study of UK and US Employees

Effects of Employee Well-Being and Self-Efficacy on the Relationship between Coaching Leadership and Knowledge Sharing Intention: A Study of UK and US Employees

How does Transformational Leadership Affect Employee Wellbeing? Investigating The Sequential Mediating Effect of Psychological Empowerment and Job Crafting

The impact of employee empowerment on organizational performance: A mediating role of employee engagement and organisational citizenship behaviour

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