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The current study aimed to examine the moderating role of perceived supervisor support in the nexus between employee empowerment and organizational commitment in the Ghanaian hospitality industry.

A quantitative research design was adopted, and data were collected from 274 frontline workers from 4-star and 5-star hotels at two different waves within a 7-month interval. The data received were analyzed using descriptive and inferential statistics with the aid of Statistical Package for Social Sciences (SPSS V. 23.0) and SmartPLS (V.4.0), respectively.

As hypothesized in the study, employee empowerment was significantly related to organizational commitment. Furthermore, the results revealed that perceived supervisor support moderated the nexus between employee empowerment and affective and continuance commitment but did not moderate the nexus between employee empowerment and normative commitment.

Arguably, support from supervisors has been theoretically identified as a key construct in enhancing subordinates' commitment to an organization. However, less is known in the literature about the moderating role of perceived supervisory support in the nexus between employee empowerment and organizational commitment, especially in the Ghanaian hospitality industry.

The purpose of this paper is to address current knowledge gaps in off-site sub-element fabrication efficiency factors, by identifying an explicit relationship between productivity and employee empowerment.

The research is based on two engineering fabrication-yard case studies that investigate both qualitatively (via analysis of semi-structured interviews that incorporate a five-point Likert scale, with fabrication-product stakeholders), and also quantitatively (via assessment using SPSS statistical analyses to determine significance and trends in the data-set) the relationship between empowerment and productivity.

The results reveal a positive linear relationship in off-site construction between “employee empowerment factors” and, explicitly fabrication-yard “productivity-levels”. An especially strong and significant positive correlation is found to exist in resource development, worker involvement, process improvement, and task recognition as they refer to off-site construction productivity.

Most academic studies of off-site construction remain largely anecdotal and lack an empirical objective study; as a result, this (fabrication-yard) case-study research provides a useful approach to measure empirically the link between employee empowerment and productivity of off-site construction.

Employee empowerment in the construction industry has long been a focus of analyses; however, there remains a lack of consensus and very few studies into the direct relationship between employee empowerment on the one-hand, and productivity in off-site construction on the other-hand. It is argued here that the on-going new research undertaken in the present study will go beyond subjective opinion towards objective measurement of actual performance in off-site construction.

The purpose of this paper is to examine the association between Simons’ (2000) enabling (beliefs and interactive) use of controls with employee empowerment, and the subsequent influence on organisational performance.

A survey questionnaire was distributed to 636 Australian manufacturing organisations.

The findings indicate that the enabling use of controls is associated, both directly and indirectly, through the level of employee empowerment, with organisational performance.

This paper provides an initial empirical insight into the relationship between the use of controls with the level of employee empowerment. The findings highlight the significant interrelationship between the enabling use of controls and employee empowerment and the importance of both facets in enhancing organisational performance.

This paper seeks to present an international comparative study on cultural differences and quality practices of four countries – Korea, USA, Mexico, and Taiwan. The paper aims to present a model, which depicts the relationships among cultures (i.e. power distance and collectivism), employee empowerment, and quality results (i.e. internal and external quality results).

An analysis of variance (ANOVA) and a discriminant analysis were employed to test hypotheses following the research model. Using reliable and valid instruments, data from four countries were collected on employee empowerment, and internal and external quality results to test the hypotheses.

The results suggest that collectivistic cultures, not power distance cultures, make a significant difference in employee empowerment, employee empowerment plays an important role in enhancing quality results in the four countries, and successful employee empowerment practices are not uniform across countries.

This paper makes a contribution to revealing the relationships among cultures, employee empowerment, and quality practices at the international level of study and to evoking managerial insights to multinational firms.

The purpose of this paper is to investigate the relationship between knowledge management (KM) and employee empowerment in institutions of higher education.

The research method in this study was the descriptive-correlative type, and was based on the goal of the method applied. Subjects in this research included the staff members of higher educational institutions in Iran. Descriptive and inferential statistics were used. To analyse research data, descriptive statistics, and for inferential statistics, the Pearson correlation, the Friedman ranking test and stepwise regression, were used. For data analysis, SPSS software was used.

The results from the study show that all alternative hypotheses were confirmed and there was a significant relationship between KM and employee empowerment. In addition, KM predicted the aspects of employee empowerment in institutions of higher education.

Through this study, the positive role of KM in employee empowerment in institutions of higher education has been described, and the importance of considering such studies has been specified for researchers.

The purpose of the paper is to examine the extent of employee empowerment within Australian manufacturing business units using an adapted version of the Pardo del Val and Lloyd instrument. The paper also examines the influence of organizational (business unit size, training, and link to rewards) and cultural (innovation, team work, and outcome orientation) factors on the extent of adoption of employee empowerment.

Data was collected by survey questionnaire distributed to one business unit within 250 manufacturing organizations.

The results reveal a moderate level of employee empowerment in Australian organizations, with the cultural factor, teamwork, and the organizational factors, training and link to rewards, found to have a significant impact on the overall level of adoption of employee empowerment. In addition, specific cultural and organizational factors were found to be associated with four different dimensions of employee empowerment (collaboration, formalization, directness, and degree of influence), and the empowerment of employees at three different stages of the decision making process.

The Pardo del Val and Lloyd measure provides a means by which organizations can gain an improved insight into their current employee empowerment initiatives and assess the critical preconditions that are most effective in enhancing employee empowerment initiatives.

This study confirms the validity of a new measure of employee empowerment. Furthermore, the study provides the first empirical analysis of the association between organizational and cultural factors with the level of employee empowerment as assessed by this measure.

Building on the conservation of resources (COR) theory, this study aims to investigate employee empowerment’s moderation effect on the relationship of situational (job satisfaction, affective commitment) and dispositional (positive affectivity, emotional intelligence) variables toward the emotional exhaustion of service employees amidst the pandemic.

In total, 288 service employees from various sectors in Indonesia participate as the study’s respondents. This study applies a two-stage structural equation modeling approach to test the hypotheses.

The results show that employee empowerment moderates situational and dispositional variables differently. While employee empowerment significantly influences situational variables, a different situation is found on dispositional variables, that employee empowerment does not significantly influence these variables. This study’s findings portray the COR theory in practice and clarify the importance of employee empowerment for employees with particular attributions.

The present study bears four limitations: the cross-sectional design; no exploration of dispositional and situational variables’ antecedents; the findings are limited to the service workers; and lastly, this study only takes Indonesian samples.

From a practical perspective, this study reveals which type of service employees are responsive to empowerment policy and which are prone to experience emotional exhaustion, particularly during a crisis.

By understanding what factors determine employee empowerment’s effectiveness, managers could maximize the impacts of their empowerment policies. Subsequently, it will create better service deliveries which might benefit the broader societal scope.

This study contributes to both theoretical and practical understanding. Theoretically, this study adds and promotes using a categorical lens to examine the pattern of interactions between organizations and employees.

The purpose of this study was to enhance our understanding of the connection between religiosity, employee empowerment and employee engagement.

Drawing on the social exchange theory, a framework of hypotheses is developed that focusses on religiosity, employee empowerment and their impact on employee engagement. This research employed a quantitative survey and data obtained from 232 adults working in companies in Accra Ghana.

The results suggest that religiosity dimensions (extrinsic and intrinsic) have a counterbalancing effect on employee engagement dimensions (intellectual and affective). Employee empowerment predicts both intellectual and affective engagement.

This study has some limitations which provide opportunities for more research. First, the study is cross-sectional and focusses on employees in selected companies in Accra Ghana. More so, the participants were a convenience, majorly men (only 28% were women). This limits the generalisability of the findings and our confidence in ascertaining the “cause” and “effect” in the relationship. The present paper used a quantitative research approach; mixed method may provide in-depth insight into the subject. The study examined the direct relationship between religiosity, employee empowerment and employee engagement. Future research should explore how the effect of religiosity and employee empowerment on a relevant outcome changes according to other organisational characteristics.

Organisations must develop more interest in religion's relevance and its impact on their employees' engagement. This should be done by providing the necessary platforms for employees to practice their religion. There is the likelihood of lack of engagement when an organisation fails to consider employee religious orientation or attempts to unduly regulate employees' religiosity. Empowering work environment can promote a higher level of employee engagement. It is obvious that empowered employees are focussed, energetic, enthusiastic and have positive disposition to work. These positive attitudes lead to a higher level of engagement which fosters productivity and overall organisational performance.

This study could contribute to the literature on religiosity, employee empowerment and employee engagement in the Ghanaian context. Therefore, there is a need to keep employees engaged and enhance productivity. This study underpins the importance of religiosity and employee empowerment in fostering employee engagement and productivity in the Ghana work setting.

The paper aims to investigate the determinants of workplace innovation behavior of women employees in Pakistan. With a growing share of women's participation in the labor force in developing economies, it is crucial to understand their behavior. The authors looked into various practices that drive women's innovative behavior using social exchange theory (SET) as a theoretical framework.

This study is quantitative-based on the positivistic paradigm. Following the survey method technique, responses are collected from 317 female employees in the service industry. The authors used structural equation modeling for the data analysis.

The results indicate a significant impact of leader-member exchange (LMX) on employee empowerment; schedule flexibility was also a possible predictor of workplace innovation behavior through mediating roles of employee empowerment and response to change. The study findings are consistent with the prior literature and according to the developed hypothesis. Further, women's response to change partially mediates women employees' empowerment and workplace innovation behaviors. In addition, LMX significantly affects women's response to change through women employees' empowerment, leading to workplace innovation behavior.

The implication is that supervisors should be adaptable in working relationships with their women employees to bring positive workplace innovative behaviors. They create such exchanges with employees to make them feel that the organizations value them. The paper identifies the need to develop supportive supervisor-employee exchange relationships to encourage positive, innovative behavior in female employees.

This paper examines the workplace innovation behavior of women employees in Pakistani patriarchal society and a male-dominating workplace environment.

This study aims to examine the role of organisational dynamic capabilities (strategic flexibility and employee empowerment) in mediating the relationship between management control systems (MCSs), in particular the interactive and diagnostic approaches to using controls, with organisational change and performance.

Data were collected based on a mail survey of public sector organisations in Australia and analysed using structural equation modelling (SEM).

The findings indicate that strategic flexibility and employee empowerment mediate the association between the interactive approach to MCSs with organisational performance, and strategic flexibility mediates the relationship between the interactive approach to MCSs with organisational change.

The study’s findings inform public sector practitioners as to how to enact change within and enhance the performance of public sector organisations. Specifically, managers are advised to focus on the use of interactive controls and the development of two dynamic organisational capabilities, strategic flexibility and employee empowerment.

The study provides an initial empirical insight into the relation between controls and dynamic capabilities and their role in enacting change and performance within the public sector. The findings suggest that the achievement of new public management ideals is reliant upon the organisational environment, with change and performance facilitated by the interactive use of controls and strategic flexibility and employee empowerment.