Team building, employee empowerment and employee competencies

Abstract

Purpose The purpose of this paper is to examine the impact of team building and employee empowerment on employee competencies and examine the moderating role of organizational learning culture in between these relationships. Design/methodology/approach An integrated research model is developed by combining resource-based view, signalling theory and experiential learning theory. The validity of the model is tested by applying moderated structural equation modelling (MSEM) approach to the data collected from 653 employees working in cement manufacturing companies. The reliability and validity of the dimensions are established through confirmatory factor analysis and the related hypotheses are tested by using MSEM. Findings The findings suggest that organizational learning culture significantly strengthens the relationships of team building and employee empowerment on employee competencies. Research limitations/implications The research is undertaken in Indian cement manufacturing companies which cannot be generalized across a broader range of sectors and international environment. Practical implications The findings of the study have potential to help decision makers of manufacturing companies to develop strategies which will enable them to improve employee competency, to formulate effective human resource development interventions and to enhance the capability of the employees to achieve desired goals and objectives of the organization. Originality/value The research is unique in its attempt to combine three frameworks to build a new theoretical model explaining the importance organizational learning culture along with team building and employee empowerment.

Dimensions of Learning Orientation and Its Impact on Organizational Performance and Competitiveness in Smes

“…Hence, the organization obtains improvements in the quality of its products, coordination of internal processes, customer satisfaction, the ability to adapt to changing market, brand image of the company and its products. On the other hand, Hooi and Ngui (2014) and Potnuru et al (2019) found that the learning capacity of small and medium enterprises mediates the effect of human resource practices on the performance. Other authors point out that "the organizational learning constitutes a cumulative set of knowledge over time, however, in small enterprises with up to 49 employees, there might not have structured processes of organizational learning, and therefore they propose that the organizational learning will have a negative and significant relationship with the organizational performance, they confirm the hypothesis (Vasconcelos et al, 2016).…”

Can team building be a game changer for Startups?

“…Originating implemented predominantly in the case of athletic teams [13], team building practices have made their way throughout the years across a variety of occupational fields such as: software development [18] [19] [11], business [20], health care [21] [22], R&D Startups [5], education [10] [23] [24] and construction [25].…”

“…Although generally considered to be a yielder of good results [18] [25] team building does have some pitfalls, but as observed from previous practice most of these "wounds" are self-inflicted by the managerial team [27] as shown in Figure 1 [28]. Fig.…”

The Determinants of Employee’s Performance: A Literature Review

“…The literature explains the empowerment approach as a management concept that constructs on dimensions of intrinsic motivation, job design, participative decision making, social learning theory, and self-management (Alazzaz & Whyte, 2015). Potnuru, Sahoo, & Sharma (2019), associate these dimensions with the organization's knowledge sharing, rewards systems that could empower the employees to enhance organizational competitiveness and performance.…”