2022
DOI: 10.1108/ijppm-04-2021-0197
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Organizational learning, resilience and psychological empowerment as antecedents of work engagement during COVID-19

Abstract: 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 i… Show more

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Cited by 56 publications
(48 citation statements)
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References 117 publications
(238 reference statements)
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“…Our findings are also parallel with previous studies showing the effect of green human resources management on work engagement of employees (Bhutto et al, 2021;Waqas et al, 2021). Moreover, this study is also compatible with previous researches revealing this positive impact of work engagement on resilience (Blaique et al, 2022;Cao & Chen 2021).…”
Section: Discussionsupporting
confidence: 92%
“…Our findings are also parallel with previous studies showing the effect of green human resources management on work engagement of employees (Bhutto et al, 2021;Waqas et al, 2021). Moreover, this study is also compatible with previous researches revealing this positive impact of work engagement on resilience (Blaique et al, 2022;Cao & Chen 2021).…”
Section: Discussionsupporting
confidence: 92%
“…This can be attributed to emotion and resilience. Regardless of difficult work conditions, employees who exhibited positive emotions are inclined to be enthusiastic and muster a positive connection to job performance [25]. The is even supported with the job characteristics model (JCM) which is "an influential theory of work design.…”
Section: Bmentioning
confidence: 83%
“…Organizations have some capabilities to develop employees' positive attitudes towards their occupations not least by providing them with readily accessible opportunities to improve their personal learning and development. Our recommendation is for HR managers to develop HRM policies and procedures that promote learning and development activities and programs, that women can benefit from through frequent participation (Blaique et al. , 2022; Laursen and De Welde, 2019; Pinnington et al.…”
Section: Discussionmentioning
confidence: 99%
“…Similarly, Byars-Winston and Fouad (2008) explained that women consider it harder to join STEM occupations due to their lower levels of SE. SE has also been found to influence career development and commitment among women in STEM occupations and majors (Blaique et al. , 2022a, b; Blaique and Pinnington, 2022; Inda et al.…”
Section: Literature Reviewmentioning
confidence: 99%