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This study aims to determine the effect of managerial empowerment of commercial banks on organizational creativity. Data were gathered from employees of commercial banks in Jordan's northern area using questionnaire methodology. Statistical Package for the Social Sciences (SPSS) software was used to analyze the data. This study was conducted in the first quarter of 2022, which is a short period of time. As the study focuses on commercial banks in Jordan's northern area, it may be difficult to generalize the findings to non-commercial institutions. Additionally, senior and middle management staff from commercial banks were included in the study sample. The findings will provide investors and business owners with valuable and practical guidance for using management empowerment techniques in commercial banks to gain more organizational advantages. The results showed a statistically significant effect at the α ≤ 0.05 level of significance for administrative empowerment with the dimensions of delegation of authority, teamwork, shared information, freedom, and independence. In conclusion, managerial empowerment gives employees a better awareness of how to use the management's creative activities in the framework of achieving the specific benefits of managerial support.

Women may be considered to have hidden, unutilized potential for the economy and society, if not utilized at their full capacity, i.e., with effective educational, social and political policies. Allowing women to participate fully in an economy may contribute to the sustainable development of the country in question. The empowerment of women may be accelerated if women are educated for this purpose; as a result, the political authorities in Saudi Arabia have proposed a comprehensive framework to empower women. The empowerment of women is essential in the academic sector to develop educational policies for women's capacity-building. The empowerment of women in the political process is also very important, so they can suggest appropriate policies, rules and laws that favor the empowerment of women in all sectors of the economy and society. The present research aims at testing the effects of academic and political empowerment on the economic, social and managerial empowerment of women, and opens a new horizon of debate in the practical and theoretical domain of female empowerment in Saudi Arabia. To this end, we utilized structural equation modeling due to the endogenous nature of relationships among the hypothesized variables. Perception-based data were collected on the political, academic, economic, social and managerial empowerment of women through a well-structured questionnaire. The data were collected during the period from October 2019 to January 2020 through a simple random sampling method. Then, we tested the direct effect of political empowerment, and its indirect effects through academic empowerment, on the economic, social and managerial empowerment of women. We found that political empowerment has a positive direct effect on economic and managerial empowerment, but an insignificant effect on social empowerment. Further, political empowerment has a positive direct effect on academic empowerment, which, in turn, has positive effects on economic, social and managerial female empowerment. Moreover, these indirect effects are found to be magnitudes larger than the direct effects of political empowerment. This study recommends improving the economic, social and political status of women through political and academic policies, to accelerate sustainable development.

Empowerment offers the predominant explanation for why employee perceptions of high-performance managerial practices are positively associated with employee job performance. Drawing on social cognitive theory, we propose that high-performance managerial practices also influence performance because these practices encourage employees to engage in voice. Additionally, we suggest that empowerment and voice together provide a more complete explanation for why high-performance managerial practices and job performance are linked. In essence, we argue that empowerment transmits the effects of high-performance managerial practices to job performance because it engenders voice. Using meta-analysis of primary research consisting of 151 independent samples involving 53,200 employees, we find that not only do empowerment and voice independently transmit the effects of high-performance managerial practices to job performance, but they sequentially mediate this relationship as well. Further, we distinguish among skill-enhancing, motivation-enhancing, and opportunity-enhancing high-performance managerial practices to identify when empowerment and voice are more or less effective in explaining associations with job performance. Although empowerment and voice transmit effects of all 3 types of high-performance managerial practices to employee performance, these mechanisms appear to provide the best explanation for the effects of opportunity-enhancing practices, and the primary reason why is because employees respond to opportunity-enhancing practices with voice.

Women’s empowerment is a crucial objective in advocating for women’s rights. Giving women in the energy industry more authority could help them manage work and family obligations. According to studies, mobile technology may have conflicting effects on users’ work-life balance. Organizational intervention, such as managerial support, is crucial to ensuring that employee empowerment and mobile technology usage may improve work-life balance. Thus, it is believed that managerial support could fortify the empowerment initiative and guarantee that mobile technology would improve workers’ work-life balance. Therefore, the purpose of this paper is to investigate how work-life balance is affected by managerial support, mobile technology usage, and women’s empowerment. The originality stems from a thorough examination of how various variables, such as work-life balance, managerial support, mobile technology usage, and women’s empowerment, intersect and influence the lives of female engineers. This study provides significant insights into possibilities for closing the gender gap in engineering while empowering and supporting women in the workplace. This paper discusses the grounded theories, methodology, data analysis results, discussion of findings, and theoretical and practical contributions.

Purpose This study aims to examine moderated-mediation between ethical leadership (EL) and organizational citizenship behavior (OCB). Specifically, a moderating effect of high performance managerial practices (HPMPs) on the indirect effect of EL on OCB through employees’ psychological empowerment (PE) was tested. Design/methodology/approach Data were collected from 267 bank employees including subordinates and their supervisors. Partial least squares structural equation modeling was used for data analysis. Findings The results indicate that PE mediates the relationship between EL and OCB, and HPMPs enhance OCB by increasing the effect of EL on employees’ PE. Research limitations/implications This study contributes to human resource management and leadership literature by explaining the moderated-mediation mechanisms between EL and OCB. The findings help to understand how HPMPs enhance employees’ OCB by strengthening the effect of EL on PE. Limitations are related to external validity and cross-sectional nature of data. Practical implications Organizations’ use of HPMPs makes ethical leaders more effective in enhancing employees’ PE and, subsequently, their OCB. Originality/value Previous research lacks evidence on the indirect effect of EL on employee OCB through PE. Moreover, to the best of the authors’ knowledge, no previous study has examined the moderating effect of HPMPs on the abovementioned indirect relationship. This study has addressed the abovementioned research gap.

ABSTRACT This study aims to analyze the effects of budget participation (BP) on managerial performance (MP) through serial mediation of psychological empowerment (EP) and creativity (CT). The relationship between BP and MP motivates researchers to investigate intermediate variables to understand whether BP improves performance. This study fills this gap in examining PE and CT. CT and PE are critical factors for organizations’ success in the current business environment, characterized by rapid changes and high competitiveness. While PE creates an environment conducive to expressing CT, in turn, CT allows organizations to innovate and adapt to change, leading to a better MP. BP emerges as an effective strategy for promoting a more empowered and creative work environment, which, in turn, indirectly impacts MP. A survey was conducted with 267 companies listed on the Brazilian stock exchange B3 S.A. To test the hypotheses, we used partial least squares structural equation modeling, and additional analysis with importance-performance map analysis (IPMA). The results indicate that BP influences PE, which in turn boosts CT and, finally, CT positively affects MP. This study contributes to the literature by integrating PE and CT in analyzing the relationship between BP and MP. Regarding management implications, it is suggested that managers can leverage BP as a strategy to promote employees' PE and CT, aiming to improve MP. RESUMO Este estudo objetiva analisar os efeitos da participação orçamentária (PO) no desempenho gerencial (DG) por meio da mediação serial do empowerment psicológico (EP) e da criatividade (CT). A relação entre PO e DG motiva pesquisadores a investigarem variáveis intermediárias para entender se a participação provoca melhorias no desempenho. Este estudo preenche essa lacuna ao examinar o EP e a CT. A CT e o EP são fatores críticos para o sucesso das organizações no ambiente de negócios atual, caracterizado por rápidas mudanças e alta competitividade. Enquanto o EP cria um ambiente propício para a expressão da CT, a CT permite que as organizações inovem e se adaptem às mudanças, levando a um melhor DG. A PO emerge como estratégia eficaz para promover um ambiente de trabalho mais empoderado e criativo, o que, por sua vez, impacta indiretamente o DG. Uma survey com 267 profissionais de empresas listadas na B3 S.A. - Brasil, Bolsa, Balcão foi conduzida. Para testar as hipóteses, utilizou-se a modelagem de equações estruturais por mínimos quadrados parciais, além da análise adicional com o importance-performance map analysis (IPMA). Os resultados indicam que a PO influencia o EP, que, por sua vez, impulsiona a CT, e, por fim, a CT afeta positivamente o DG. Este estudo contribui para a literatura ao integrar o EP e a CT na análise da relação entre PO e DG. Quanto às implicações gerenciais, sugere-se que gestores podem alavancar a PO como estratégia para promover o EP e a CT dos funcionários, visando a melhorar o DG.

In this article, we argue that changes in workplace characteristics over the last few decades may affect work relationships and call for adjustments in the traditional theoretical framework used to understand them. Since the last quarter of the 20th century, there have been theories regarding changes in labor relationships following technological, political, globalization, and economical changes. However, we examine the changes in light of psychological theories rather than labor or industrial approaches. We review four main areas where social exchange theory (SET) has been implemented, address recent changes that challenge the traditional SET perspective, and propose alternative models. We refer to these models as “hybrid” as they integrate traditional SET premises with new-era workplace characteristics. First, we describe several changes in workplace characteristics. Next, we review some of the most conventional applications of SET to work relationships. Finally, we critically examine whether this theory meets the requirements of work relationships in the new world of work and conclude by arguing that SET needs to be adjusted to reflect the assumption that frequent changes in employee and organizational characteristics in the new workplaces require similar frequent adjustments in exchange relationships.

Neo-liberal reforms in higher education have resulted in corporate managerial practices in universities and a drive for efficiency and productivity in teaching and research. As a result, there has been an intensification of academic work, increased stress for academics and an emphasis on accountability and performativity in universities. The paper proposes that while managerialism in modern universities is now the norm, corporate approaches have disempowered academics in their institutions and reduced productivity because they ignore the nature of academic work. Using Foucault's conception of power relations in institutions, policies that directly affect academic work such as workload allocation and performance management are identified as key ways in which power is exercised in universities. The paper reports on a case study in one university which explored the relationship between the academic workload allocation and performance management policies and concludes that a more balanced power relationship is needed in which academics can have more influence over these key processes which control their work so they preserve the self-managed aspects of academic work and the intrinsic motivations driving their careers.

While mainstream CSR research has generally explored and argued for positive ethical, social and environmental performance, critical CSR scholars argue that change has been superficial—at best, and not possible in any substantial way within the current capitalist system. Both views, however, only address the role of business within larger systems. Little attention has been paid to the everyday material CSR practice of individual managers. We go inside the firm to investigate how the micro-level acts of individual managers can aggregate to drive transformation of the macro-level business logic. We draw on the strategy-as-practice approach to organize our research. The study reveals two orientations towards the integration of personal ethics into the workplace: abdication and activism. These orientations are supported by managerial practice such as reproductive and coping tactics (abdication) and covert and overt tactics (activism); and, three enabling conditions of activist practice: empowerment and psychological safety, moral shock, and morality praxis. While our findings illustrate the tremendous challenges managers face when attempting to influence organizational practices towards their ethical and environmental aspirations, we also show that under specific conditions, individual managers can become fully engaged advocates and drivers of positive change from the inside. In so doing, our individual-level analysis of intrapreneurship provides a more complex picture of the possibilities for positive change than have been previously put forth by mainstream and critical CSR research.

PurposeBased on the componential theory of organizational creativity and innovation, this study examined the relationship between managerial coaching (MC) and innovative work behavior (IWB). It focused on the mediating role of psychological empowerment and the moderating role of task interdependence.Design/methodology/approachThe self-administered questionnaires were used to collect data from 420 employees of the United Arab Emirates’s public sector organizations. A hierarchical linear model (HLM) with different regression techniques was used.FindingsThe results showed that MC directly influences IWB. The path analysis also revealed that MC has an indirect effect on IWB via psychological empowerment. The moderating role of task independence in MC and IWB was also revealed.Practical implicationsThe findings shall provide insights that will help practitioners and academics understand frontline employees' innovative behavior in public sector settings and formulate strategies that will increase the involvement of employees in displaying innovation-based activities at the workplace.Originality/valueThis study adds value to the literature by integrating the componential theory of organizational creativity and innovation in public sector settings.