Bolstering the Moderating Effect of Supervisory Innovative Support on Organisational Learning and Employees’ Engagement

Abstract

Organisational learning, as the process of continuous information acquisition, dissemination and exploitation, often leads to an organisation’s competitiveness. Hence, this study examined the relationship between organisational learning and employee engagement. The study also investigated the extent to which supervisory innovative support moderates organisational learning and the effectiveness of employee engagement. Five hundred forty-one (541) participants were surveyed using stratified and purposive sampling methods to make up the sample size. To be more precise, Smart Partial Least Square (PLS 3.0) was used to analyse the relationship between the study’s variables. The hypothesis test found that supervisory innovative support moderated the relationship between organisational learning and employee engagement to a significant extent (R2 = 0.810 Adjusted R2 = 0.806 p-value 0.05). As a result, the study recommends that pharmaceutical companies clarify their policies and culture to employees so that supervisory support can lead to higher employee engagement through organisational learning. Pharmaceutical firms should also provide financial incentives based on employee duration or distinctive contributions to company goals.

Strengthening the role of relationship management in sustainable employee engagement at selected maritime firms in Nigeria

“…Additionally, it explains why employees are willing to exceed the requirements of their job descriptions. According to Opeyemi et al [14] behavioural engagement signifies employees' ability to adapt to new situations, their intentions to learn and acquire new skills and their ability to maintain their energy and alertness within the organization.…”

“…Jani et al [13] also define cognitive engagement as the degree to which employees are mentally conscious of their roles while keeping the organization's objectives in mind. Opeyemi et al [14] affirm that when employees possess a sustainable, gratifying and positive mindset, they are cognitively engaged. Existing studies suggest that employee cognitive engagement is higher in organizations that efficiently and effectively distribute information [12].…”

“…Emotionally engaged employees exhibit enthusiasm for their organization. However, it's worth noting that Opeyemi et al [14] point out that negative emotions like exhaustion and anger may also be present when discussing affective engagement.…”

“…Another study by McCrae et al [20] delved into the application of outbound training to foster cohesion among marine employees. The literature has extensively established the relationship between management and employee engagement [12,14].…”

The Holistic Model of Labour Retention: The Impact of Workplace Wellbeing Factors on Employee Retention

“…According to Chen and Silverthorne (2005), Romão et al (2022), Yücel (2021), andVinh et al (2022) leadership style can positively affect job satisfaction, which in turn positively affects organizational commitment and job performance. Irshad and Afridi (2007), Joel et al (2023) and Zayed et al (2022) found that if superiors support their subordinates, communicate openly, and maintain good relationships with them, employees' turnover intentions will decrease. Alblooshi et al (2021) draw attention to the fact that the organization must employ managers who support employees and create a work environment in which employees are happy to work.…”