Purpose The purpose of this paper is to examine the role of transformational leadership in psychological empowerment in Indian retail industry. This study also tries to examine whether organizational culture plays a mediating role in the relationships between transformational leadership and psychological empowerment. Design/methodology/approach A sample of 310 respondents was randomly selected from different Indian retail organizations for the study. Data collections were carried out using a set of standardized questionnaires. Raw data were analyzed using SPSS 20.0 and process plugin of Hayes for mediation analysis. Findings The empirical investigations of the study have shown that transformational leadership is positively related to psychological empowerment. The study also found partial mediation of organizational culture between transformational leadership and psychological empowerment. Research limitations/implications First of all, the sample size of the study is relatively small (n=310). The study is limited to the employees of eastern Indian retail organizations. Second, the common method bias is presumed to influence and inflate the relationships between the variables of the study as the data on all three variables were collected at the same point of time from respondents. Practical implications The road map presented in this paper may be helpful for the retail executives to diagnose organizational culture and leadership styles prevailing in the organization and their influence on psychological empowerment. The study may be helpful for retail managers to develop a desirable culture through the practice of transformational leadership that would enhance the empowerment process. Originality/value This paper adds value to the limited body of knowledge about the association among transformational leadership, psychological empowerment, and organizational culture. The findings presented in this paper would be beneficial for Indian researchers, OD experts and organization scientists in developing a culture of empowerment by the help of transformational leadership. Unique statistical tools have been used for mediation analysis.
Purpose Employee happiness is crucial in any organization as happy employees are said to be more committed in their work. However, COVID-19 stress in the current situation is a major problem for employees and it can negatively influence their happiness level. Therefore, it is critical to understand how the stressful nature of the current pandemic threatens workplace happiness. Based on conservation of resources theory (Hobfoll, 1989), this study aims to examine the resources to be protected (i.e. psychological capital) and resource investment (i.e. coping) to ensure the happiness of the employees amidst a bio-psycho-socioeconomic crisis like COVID-19 pandemic. The study explores the mediating role of psychological capital and the moderating effect of coping on the relationship between COVID-19 stress and employee happiness. Design/methodology/approach Data were collected from the Indian working population by means of purposive sampling (N = 336). Standardized instruments were used to measure the variables under study. Data analysis were done using Statistical Package for Social Sciences 20.0 and Analysis of Moment Structure 20.0 software tools and PROCESS macro was used for mediation and moderation analysis. Findings Structural equation modelling analysis showed that COVID-19 stress negatively influenced employee happiness; whereas psychological capital partially mediated the relationship between these two variables. Further, coping was found to buffer against the harmful implications of COVID-19 stress on employee happiness. Originality/value In an effort to respond timely to the present pandemic scenario, the current study provides an account of the harmful effects of COVID-19-related stress on the workplace happiness of the Indian service sector employees. The study also offers insights into the possible mediating and moderating mechanisms in this relationship.
The present research is an attempt to develop and validate a multidimensional measure of human resource empowerment in the workplace. We have interviewed academicians and corporate practitioners regarding their understanding of empowerment at workplace. On the basis of existing literature, feedback from academicians and industry professionals, a conceptual framework along with 56 item instrument on human resource empowerment was proposed for empirical validation. The instrument initially obtained views from experts on its proposed dimensions and statements. Using content validity ratio (CVR), 51 items were retained in the instrument for further validation. Data were collected on the retained 51 items through field survey on sample of 278 executives randomly selected from Indian service organizations. Exploratory factor analyses (EFA) revealed eight sub-factors measuring two distinct primary factors: structural empowerment and psychological empowerment that measures human resource empowerment. Finally, the proposed model of human resource empowerment was examined to test its model fit by applying SEM through confirmatory factor analysis. 49 items were retained for the new scale of human resource empowerment. The theoretical and applied suggestions along with future research directions of the study are discussed in the context of human resource empowerment and management.
PurposeThe COVID-19 pandemic and technological advancements have enabled employees to telework. Referring to this emerging phenomenon, the authors aim to examine how employees' levels of trust in management mediated by psychological well-being impact their performance as they telework. Deploying the theoretical lens of person-environment misfit, the authors also explore the role of technostress in the trust-wellbeing-performance relationship.Design/methodology/approachThe data was collected from 511 full-time service sector employees across Indian organizations through a structured survey questionnaire. The proposed moderation-mediation model for this study was tested using structural equation modeling and bootstrapping method.FindingsStructural equation modeling results indicate that trust in management significantly impacts employee performance while teleworking. While psychological well-being was observed as a significant mediator, technostress played the moderator role in the trust-performance relationship. The moderated-mediation effect of psychological well-being in the trust-performance relationship was stronger when technostress was low and weaker when technostress was high.Research limitations/implicationsThe authors extend the person-environment misfit theory in the context of telework, highlighting the role of technostress that may impact the trust-wellbeing- performance relationship in such work settings.Practical implicationsThe study informs leaders and managers on balancing delicate aspects such as employee trust and well-being that significantly impact performance as they telework. The authors also highlight the critical role of managers in respecting employees' personal and professional boundaries to alleviate technostress.Originality/valueThe authors make a novel theoretical contribution to the emerging literature on teleworking by examining the trust-psychological wellbeing-performance link and the role of technostress in this relationship.
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