With this regard, the hospitality sector has no exceptions, however, a review of the prior literature uncovers that most of the prior studies on advocacy behavior were conducted from the standpoint of consumers, and the role of employees’ advocacy behavior, especially in the context of the hospitality sector, remained an understudied area. Originality and value: The originality of the present study relays on the interaction among structural and psychological empowerment, organisational citizenship behaviour, employee engagement and organisational performance in a developing economy where this research has not been done before.Ĭonsidering the stiff competitiveness situation in every sector, promoting the advocacy behavior of employees is of seminal importance for an organization. Practical implication: The study provides practical knowledge to managers and leaders on the role of organisational citizenship behaviour and employee engagement on the relationship between employee empowerment (structural, psychological) and organisational performance that facilitates the decision-making process. The study was conducted in a particular area Ghana, making it difficult to generalise the results across other countries. Research limitations/Implications: This study assists managers and leaders to understand how employee empowerment influences organisational performance in the current business environment. However, employee engagement showed no positive effect on the relationship between employee empowerment (structural, psychological) and organisational performance. Purpose:The aim of the study is to assess the mediating role of employee engagement and organisational citizenship behaviour on the relationship between employee empowerment (structural, psychological) and organisational performance in non-commercial banks in Ghana.ĭesign/Methodology/ approach: SEM (EQS) was used to test the proposed hypothesis based on 304 employees selected from eight non-commercial banks in the Bono Region, Ghana.įindings: Organisational citizenship behaviour was a significant mediator on the relationship between employee empowerment (structural and psychological) and organisational performance. Employee engagement is found to have a positive relationship with individual performance (organizational commitment, positive behavior, etc.) and organizational performance (customer satisfaction, financial return, etc.) The research findings show that there are three shortcomings in previous studies: lack of research on demographic variables, personality differences and cross-cultural differences in employee engagement, lack of research on the mediating or moderating role of employee engagement, and lack of intervention mechanism for employee engagement. The influencing factors of employee engagement are divided into three categories: organizational factors (management style, job rewards, etc.), job factors (work environment, task characteristics, etc.) and individual factors (physical energies, self-consciousness, etc.). Three theoretical frameworks are used to explain the varying degrees of employee engagement: Needs-Satisfaction framework, Job Demands-Resources model and Social Exchange Theory. Two kinds of definitions of employee engagement are identified: employee engagement as a multi-faceted construct (cognition, emotions and behaviors) and as a unitary construct (a positive state of mind, a dedicated willingness, the opposite of burnout). This paper attempts to review and summarize previous research results on employee engagement. However, there are still major differences in the concept, theory, influencing factors and outcomes of employee engagement, and there is still no authoritative standard. Employee engagement is an important issue in management theory and practice.
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