Impacts of Employee Empowerment and Organizational Commitment on Workforce Sustainability

Murray, William C.; Holmes, Mark

doi:10.3390/su13063163

Cited by 61 publications

(44 citation statements)

References 58 publications

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“…Through employees empowerment, the organization gives the employee incentives and vision, herewith increasing motivation, productivity and performance. When employees feel empowered, they will often seek out new procedures and even products within an organization and encourage innovation (Murray & Holmes, 2021). Theoretically, employee empowerment and organizational agility can be linked through contingency theory (Rastegari et al, 2020;Read III, 2020;Segerman, 2020).…”

Section: Literature Review and Hypotheses Development Employee's Empowermentmentioning

confidence: 99%

Employee Empowerment, Knowledge Management and Decision-making Agility; Mediating Role of Extra-role Performance

Salahat¹

2021

IJARBSS

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Universities in Palestine are facing many problems in terms of organizational performance and its ability to agile (1) financing problems and fund raising (2) scientific research challenges (3) managerial practices challenges (4) the level employees' efficiency. Besides, studies on resources and capabilities that enable organization to be agile is still nascent. This study aims to examine effect of employee empowerment and knowledge management on decisionmaking agility. Moreover, It examines the mediating role of extra-role performance between employee empowerment and knowledge management on one hand and decision-making agility on the other hand in the Palestinian context. Using data from a survey of 289 employees of Palestinian universities, this study tests a structural equation model that relates to employee empowerment, knowledge management, extra-role performance and decisionmaking agility. The results of the study revealed that employee empowerment and knowledge management impact decision-making agility indirectly. On the other hand, the relationship between employee empowerment and knowledge management and decision-making agility is mediated by extra-role performance. And this is the main contribution of the present study since extra-role performance has not been deployed in this place according to literature review.

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Section: Literature Review and Hypotheses Development Employee's Empowermentmentioning

confidence: 99%

Employee Empowerment, Knowledge Management and Decision-making Agility; Mediating Role of Extra-role Performance

Salahat¹

2021

IJARBSS

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“…Despite this fact, it is constantly growing, the hospitality industry faces its unique workforce challenge where employees’ turnover is extremely high ( Baum, 2008 ; Davidson et al, 2010 ). Building and maintaining a sustainable workforce and eliminating turnover intentions of organizational employees have turned into one of the foremost global issues confronted by hospitality organizations ( Yam et al, 2018 ; Murray and Holmes, 2021 ). Barron (2008) illustrated that the reputation of the hospitality industry as a key means of permanent employment is not good and holds a negative image for offering limited chances for career development.…”

Section: Introductionmentioning

confidence: 99%

The Impact of Hospitality Work Environment on Employees’ Turnover Intentions During COVID-19 Pandemic: The Mediating Role of Work-Family Conflict

et al. 2022

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Employees’ turnover intentions and work-family conflict as a result of the hospitality work environment are considered the major global challenges confronted by hospitality organizations, especially in the era of COVID-19. This study aims at identifying the impact of the hospitality work environment on work-family conflict (WFC), as well as turnover intentions and examining the potential mediating role of WFC in the relationship between work environment and turnover intentions, during the COVID-19 pandemic in a sample of three- and four-star resorts in Egypt. A total of 413 resorts employees from Egyptian destinations (Sharm El-Sheikh and Hurghada) participated in the study. The findings of the Structural Equation Modeling (SEM) revealed that the hospitality work environment significantly and positively affects employees’ turnover intentions and WFC. In the context of the mediating role of WFC, results illustrated that WFC significantly partially mediates the relationship between the hospitality work environment and turnover intentions. Upon these findings, the study suggests that to prevent WFC and eliminate turnover intentions among resorts’ employees, an urgent need to create a better work environment is vitally important. limitations and future research directions have been discussed.

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“…In this severe situation, the negative mental health of employees undoubtedly affects the quality of tasks, thereby affecting corporate performance and business sustainability [14,[63][64][65]. Sasaki et al [14] concluded that the fear of COVID-19 and psychological distress could affect work satisfaction and turnover intention.…”

Section: Individual Levelmentioning

confidence: 99%

COVID-19 Pandemic Implications for Corporate Sustainability and Society: A Literature Review

Ruixin

Obrenovic

et al. 2022

IJERPH

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The paper revises the ample empirical and theoretical literature on sustainable organizational growth and strategic leadership relating to the critical aspects of the ongoing pandemic, including poverty, social responsibility, public health, and organizational and managerial innovation. Drawing from available COVID-19, management, and sustainable leadership publications released from 2020 to 2021, this paper considers influential studies exploring core business concepts, principles, philosophies, and activities for accelerating, stimulating, and nurturing social and corporate sustainability. The study analyzed the characteristics and interrelation of 133 articles through bibliometric and literature systemization techniques. We shed light on the significant influence COVID-19 has had on financial, operational, and psychological solvency and organizational health to elucidate expectations and implications for businesses worldwide concerning the long-term financial and functional impact of COVID-19. An overview of the relevant studies on the individual, organizational, and external factors relating to novel disease’s relation to sustainability are provided. We emphasize the need for digital transformation following the COVID-19 upheaval and throughout the upcoming years. Some of the generally employed techniques in response to adversity entail portfolio diversification, service delivery innovation, product redesigning, new market development, partnering with competitors and/or complementary service providers, synergizing with other stakeholders, and open innovation.

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Impacts of Employee Empowerment and Organizational Commitment on Workforce Sustainability

Cited by 61 publications

References 58 publications

Employee Empowerment, Knowledge Management and Decision-making Agility; Mediating Role of Extra-role Performance

Employee Empowerment, Knowledge Management and Decision-making Agility; Mediating Role of Extra-role Performance

The Impact of Hospitality Work Environment on Employees’ Turnover Intentions During COVID-19 Pandemic: The Mediating Role of Work-Family Conflict

COVID-19 Pandemic Implications for Corporate Sustainability and Society: A Literature Review

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