Organisational learning and employee engagement: The mediating role of supervisory support

Ogueyungbo, Opeyemi; Chinonye, L. Moses; Igbinoba, Ebeguki Edith; Salau, Odunayo Paul; Olokundun, Maxwell

doi:10.1080/23311975.2020.1816419

Cited by 17 publications

(12 citation statements)

References 19 publications

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“…Finally, as per recommendations to explore potential mediating factors in the relationship between OL and WE and improve our understanding of this relationship (Ogueyungbo et al, 2020), this study has identified that both ER and PE are significant mediators. Regarding the former, the findings of this research demonstrate that the impact of OL on WE occurs indirectly through ER.…”

Section: Discussionmentioning

confidence: 80%

Organizational learning, resilience and psychological empowerment as antecedents of work engagement during COVID-19

Blaique¹,

Ismail

Aldabbas

2022

IJPPM

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PurposeThis paper aims to explore the relationship between organizational learning (OL) and work engagement (WE) in the Middle East region amid the COVID-19 pandemic and to test the mediating role of employee resilience (ER) and psychological empowerment (PE) on this relationship.Design/methodology/approachThe sample size was 208 respondents working in the Middle East area during COVID-19. Hypotheses were tested using regression analysis with bootstrapping.FindingsThe findings indicate a significant positive impact of OL on WE. Moreover, both constructs – ER and WE – were identified as mediators for this relationship.Practical implicationsPractical implications within this study call for organizations to focus on promoting a learning culture in order to adapt and respond effectively to unprecedented external challenges.Originality/valueThe current study extends previous research and strengthens the antecedents of WE, namely, OL, ER and PE in the Middle East region while controlling for COVID-19 perceptions.

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Section: Discussionmentioning

confidence: 80%

Organizational learning, resilience and psychological empowerment as antecedents of work engagement during COVID-19

Blaique¹,

Ismail

Aldabbas

2022

IJPPM

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“…Based on recommendations to research potential mediating factors in the relationship between LS, TC, JD, and WS [88], this analysis determined that JD are significant mediators. The aforementioned studies demonstrated that LS affected WS indirectly through JD (H5).…”

Section: Discussionmentioning

confidence: 99%

The Impact of Team Conflict, Leadership and Job Demands on Employees Work Stress: Empirical Evidence from Public Organization

Ahmad,

Mohamed,

Majid

et al. 2023

IJSDP

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According to the Congress of Unions of Employees in the Public and Civil Service of Malaysia (CUEPACS), nearly 500,000 Malaysian civil servants have been identified as experiencing work stress. By investigating the effects of work stress on civil servants in Malaysia's federal agencies, the relationship between leadership (LS), team conflict (TC), and work stress (WS) in the Malaysian public sector was examined and the mediating effect of job demands (JD) was tested. The sample comprised 626 respondents who worked in Putrajaya, Kuala Lumpur. Data were collected through survey method and quantitative analysis were done employing the structural equation modeling (SEM) to analyze direct and indirect effect. According to the findings, there was a significant positive impact of TC on WS, TC on JD, and LS on JD. Contrarily, the impact of LS on WS was not significant. The JD constructs was identified as mediator of the aforementioned relationships. The practical implications suggested that organizations should place greater emphasis on cultivating a learning culture to successfully adapt and respond to novel external challenges. Leaders could reduce WS by being honest and empathetic towards the employees and granting them the flexibility to spend precious time with their loved ones. In addition, supervisors and managers should use more transformational approaches in their interactions with subordinates. Team members could stay in touch for social support. The findings extended previous research and strengthened the antecedents of WS, namely LS, TC, and JD, in public organization.

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“…Despite this, good decision-making is important for managers at all levels, and employee participation in decision-making is essential. Employee participation was chosen because most civil service is characterized by top-bottom communication, with senior management laying out the policies, norms and procedures for the staff to follow (Ogueyungbo et al , 2020). As a result, there is little employee involvement in decision-making.…”

Section: Literature Reviewmentioning

confidence: 99%

Mediating role of emotional intelligence between organizational climate, and transfer of learning among civil service employees

Oluwafemi

Ametepe

2023

JWL

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Purpose Despite the enormous investment in employee training, training effectiveness is often hampered by insufficient transfer of learning (TOL) among trainees, making the return on training investment suboptimal. The challenge of effective TOL among employees is enormous, including personal and organizational factors, and research exploring this is inconclusive. This study aims to investigate organizational climate and TOL and the mediating role of emotional intelligence. Design/methodology/approach Applying identical elements and social cognitive theories, the study used multistage sampling techniques through purposive, convenience and simple random sampling collected using validated measures of the study constructs formed into a survey questionnaire. Multiple Regression and Process Macro were used to analyze the data. Findings Results revealed significant relationships between formalization, performance feedback, employee participation, innovation and flexibility with TOL. Organizational climate dimensions jointly and independently predicted TOL. However, only formalization was inversely related to TOL. Emotional intelligence partially mediates the relationship between organizational climate dimensions and TOL. The study recommends the need for managers to encourage autonomy, creativity and flexibility and provide honest and valid feedback to foster the TOL. Originality/value By addressing the limitations of other studies, this study advances knowledge by underlining the significance of including and further exploring the mediating role of trainees’ emotional intelligence on the relationship between organizational climate (formalization, performance feedback, employee participation, innovation and flexibility) and TOL.

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Organisational learning and employee engagement: The mediating role of supervisory support

Cited by 17 publications

References 19 publications

Organizational learning, resilience and psychological empowerment as antecedents of work engagement during COVID-19

Organizational learning, resilience and psychological empowerment as antecedents of work engagement during COVID-19

The Impact of Team Conflict, Leadership and Job Demands on Employees Work Stress: Empirical Evidence from Public Organization

Mediating role of emotional intelligence between organizational climate, and transfer of learning among civil service employees

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