Does psychological empowerment mediate the relationship between digital competencies and job performance?

Ochoa, Paola; Coello-Montecel, David

doi:10.1016/j.chb.2022.107575

Cited by 29 publications

(12 citation statements)

References 132 publications

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“…The results of the hypotheses (H3 and H4) indicate a significant positive impact of TS and LS on EP through the mediating role of CCL. These findings are consistent with previous studies (Musah et al, 2023;Pacheco & Coello-Montecel, 2023;Tang, Zhang, & Tian, 2023) and support the concept of social exchange theory (Raza, St-Onge, & Ali, 2023). The theory posits that when employees receive support and resources, they reciprocate with increased commitment and performance (Aldabbas, Pinnington, & Lahrech, 2023).…”

Section: Mediation Analysissupporting

confidence: 90%

Developing a Culture of Continuous Learning for Sustainable Job Performance: TEVT Sector as Learning Organization, Pakistan.

Shaheen

Hayyat

Aslam

et al. 2023

JSSR

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This study explores the role of Technical Support (TS) and Leadership Support (LS) in enhancing Employee Performance (EP) through the development of a Culture of Continuous Learning (CCL) in the Technical Education and Vocational Training (TEVT) sector of southern Punjab. Data from 291 TEVT trainers were analyzed using Smart PLS4. The results show that TS and LS have a positive impact on CCL, leading to improved EP. Employee Engagement (EE) moderates these effects, revealing barriers such as overwhelmed employees, limited relevance of learning programs, and a perceived lack of support and recognition. To overcome these challenges, organizations can provide support structures like mentoring and coaching. These findings emphasize the importance of TS, LS, and CCL in enhancing EP in the TEVT sector and suggest further research to explore additional factors for improved employee performance in resource-constrained environments.

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Section: Mediation Analysissupporting

confidence: 90%

Developing a Culture of Continuous Learning for Sustainable Job Performance: TEVT Sector as Learning Organization, Pakistan.

Shaheen

Hayyat

Aslam

et al. 2023

JSSR

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“…Empowerment has attracted considerable attention in the fields of psychology and social science due to its influence on individual and organizational outcomes, as well as on groups and societies at large (Ochoa Pacheco & Coello-Montecel, 2023). While there are several perspectives of empowerment, key amongst them are the structural empowerment and psychological empowerment.…”

Section: Mediating Role Of Employee Digital Empowermentmentioning

confidence: 99%

Assessing the impact of employee-centric digital transformation initiatives on job performance: The mediating role of digital empowerment

Abdul,

Jing,

Wang

et al. 2024

Strategic Management

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Background: The wave of digital disruption has been experienced across different industries in the fourth industrial revolution, altering processes and procedures as well strategies of many industries. Purpose-As businesses strive to attain supremacy in their respective industries, reliance on technology has become an inevitable tool for sustainability and competitive advantage. Firms are employing novel business strategies and streamlining their operations by adapting to technology in order to transform digitally. Based on the theory of structural empowerment, we assess, from employees' perspective, the efficacy of key employee-centric digital transformation initiatives, namely, digital skills training and access to digital platforms on employees' performance through the mediating role of employee digital empowerment. Design/methodology/approach-Survey data was collected from a sample 214 employees and their 89 direct supervisors across four banking institutions in China for the purpose of this study. Correlation and regression analysis were conducted to test the hypotheses. Findings-The result of the study showed support for the positive impact of both digital skills training and employees' access to digital platforms at the workplace on job performance and also for the mediating role of employee digital empowerment. This study contributes to the empowerment literature by identifying key structural empowerment initiatives in an organization that enhance employee digital empowerment and performance at the workplace as firms transform digitally. Practical implications-The results of the study suggest that firms should view digital transformation as an employee empowerment tool which, when implemented properly, could help enhance employees' performance and the overall organizational goal achievement potentials. Hence, organizations should align their digital transformation strategy with the needs of its human resource in order to ensure overall success of such transformations. Limitations/future research-The study focuses on the banking sector only. Further research could focus on other industries that are equally affected by the waves of digital disruptions.

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“…Digital competence encompasses skills, knowledge and attitudes related to digital technology (Hatlevik et al, 2015;Ochoa Pacheco & Coello-Montecel, 2023). Digital competence is strongly interwoven with an individual's personal competence, such as social and cognitive competence, assimilation and sharing of digital information, and consideration of ethical practices (Ochoa Pacheco & Coello-Montecel, 2023). Based on Hatlevik et al (2015) digital competence also includes safety awareness, digital communication, retrieving digital information, creating digital content and problem solving.…”

Section: Backg Rou N Dmentioning

confidence: 99%

The management of digital competence sharing in health care: A qualitative study of managers' and professionals' views

Hammarén,

Pölkki,

Kanste

2023

Journal of Advanced Nursing

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AimTo describe managers' and professionals' views on the management of digital competence sharing in health care.DesignA qualitative descriptive study.MethodsManagers (n = 22) and professionals (n = 12) from two public primary, one public special and one private health care organization in Finland participated in semi‐structured individual interviews between February and May 2022. Data were analysed using inductive content analysis.ResultsManagers' and professionals' views formed six main categories: providing resources and opportunities for digital competence sharing, creating methods and practices for digital competence sharing, managing digital competence, implementing intergenerational learning, creating a friendly and safe digital organizational atmosphere, and promoting digital competence sharing through leadership.ConclusionThe support of management is significant in promoting the sharing of digital competence in health care organizations. The management of digital competence sharing requires a both resources and a commitment to continuous training and development. It also requires the creation of a collaborative culture to promote mutual learning between professionals and people of different generations.ImpactDue to rapid technological advancements and the resulting load, it is important to focus on the development and sharing of digital competence among health care professionals. The study indicated that managers should have the ability to identify the strengths of professionals' digital competence and be able to utilize them in promoting digital competence sharing. It also highlighted the specific competency requirements for managers in this context. The results can be applied to the training of health care managers and professionals, particularly around digital competence.Patient or Public ContributionNo patient or public contribution.Reporting MethodThe Consolidated Criteria for Reporting Qualitative Research (COREQ) checklist was used in the reporting.

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Does psychological empowerment mediate the relationship between digital competencies and job performance?

Cited by 29 publications

References 132 publications

Developing a Culture of Continuous Learning for Sustainable Job Performance: TEVT Sector as Learning Organization, Pakistan.

Developing a Culture of Continuous Learning for Sustainable Job Performance: TEVT Sector as Learning Organization, Pakistan.

Assessing the impact of employee-centric digital transformation initiatives on job performance: The mediating role of digital empowerment

The management of digital competence sharing in health care: A qualitative study of managers' and professionals' views

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