Shaker Bani-Melhem, R. Zeffane, Rawan Abukhait, F. Shamsudin
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引用次数: 8
Abstract
ABSTRACT Based on time-lagged data focusing on frontline employees (N=285) operating in five-star hotels in the United Arab Emirates (UAE), we examined the individual and combined effects of empowerment, job satisfaction, and perceived organizational support on employee silence. Using structural equation modeling for data analysis, we explored a hypothetical model. The results indicated that empowerment had a significant negative impact on employee silence while job satisfaction and perceived organizational support had no significant direct impact. However, these latter two variables had an impact when feelings of empowerment were also present. The result suggests indicates that empowerment plays a central (pivotal) role in silence behavior. The implications of these findings for both management practice and future research are discussed.
期刊介绍:
Human Performance publishes research investigating the nature and role of performance in the workplace and in organizational settings and offers a rich variety of information going beyond the study of traditional job behavior. Dedicated to presenting original research, theory, and measurement methods, the journal investigates individual, team, and firm level performance factors that influence work and organizational effectiveness. Human Performance is a respected forum for behavioral scientists interested in variables that motivate and promote high-level human performance, particularly in organizational and occupational settings. The journal seeks to identify and stimulate relevant research, communication, and theory concerning human capabilities and effectiveness. It serves as a valuable intellectual link between such disciplines as industrial-organizational psychology, individual differences, work physiology, organizational behavior, human resource management, and human factors.