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The purpose of this paper is to demonstrate how service user involvement for people living with a diagnosis of dementia can contribute to innovate ways of training and educating a skilled healthcare workforce.

The paper uses a case study approach, including interviews observations and reflections from facilitators and members of a service user group for people living with dementia in a recovery-based older adult service in East Kent, UK. In total, 11 people were involved in this study: five people are living with a diagnosis of dementia, two are clinical psychologists, two are trainee clinical psychologists and two are placement year psychology undergraduates.

The paper shows how service user involvement groups can enable people with dementia to train a wide range of healthcare professionals in different areas, from the perspective of people living with dementia and healthcare professionals. It also reflects on the challenges that can arise through working with patients in a more collegiate way.

This paper demonstrates that people with dementia can be involved in the training of healthcare professionals in innovative ways. It therefore suggests new ways of working with people with dementia to develop staff skills.

Considering the importance of employee performance in the changes in state higher education institutions, this study aims to conceptualize the mediating role of employee engagement and empowerment in predicting employee performance.

The study uses a quantitative survey method to collect data from staff members employed in higher education institutions and applies a partial least squares structural equation modeling to analyze the data. In addition, the study performs a systematic bibliometric analysis of contemporary literature on the factors influencing employee performance.

The study's results confirm employee engagement and empowerment's critical role in improving employee performance. Unexpectedly, the study also has found no supporting evidence of the relationship between work environment and employee performance. Further, the proposed model explains 51.6% of the variance in employee productivity.

Among the theoretical implications of this study are the importance of introducing new and theoretically sound mediators to explain how the relationship between a higher education institution's employee engagement and empowerment and its employees' performance unfolds.