Employee Strengths Use and Turnover Intention: The Roles of Job Crafting and Self-Efficacy

2021 ◽  
Vol 2021 (1) ◽  
pp. 11815
Author(s):  
Xixi Chu ◽  
Mengyi Li ◽  
Lihua Zhang
Keyword(s):  
Turnover Intention ◽  
Self Efficacy ◽  
Job Crafting ◽  
Strengths Use

Employee Strengths Use and Thriving at Work

2020 ◽  
Vol 19 (4) ◽  
pp. 197-205
Author(s):  
He Ding ◽  
Xixi Chu
Keyword(s):  
Self Efficacy ◽  
Mediation Model ◽  
Model Data ◽  
Strengths Use ◽  
Moderated Mediation Model ◽  
Indirect Relationship ◽  
Relationship Of ◽  
The Relationship ◽  
Humble Leadership ◽  
Thriving At Work

Abstract. This study aimed to investigate the relationship of employee strengths use with thriving at work by proposing a moderated mediation model. Data were collected at two time points, spaced by a 2-week interval. A total of 260 medical staff completed strengths use, perceived humble leadership, self-efficacy, and thriving scales. The results of path analysis showed that strengths use is positively related to thriving, and self-efficacy mediates the relationship of strengths use with thriving. In addition, this study also found perceived humble leadership to positively moderate the direct relationship of strengths use with self-efficacy and the indirect relationship of strengths use with thriving via self-efficacy. This study contributes to a better understanding of how and when strengths use affects thriving.

Effect of empowering leadership on the turnover intention of industrial workers

2020 ◽  
Vol 48 (8) ◽  
pp. 1-11
Author(s):  
Chenhui Ouyang ◽  
Yongyue Zhu ◽  
Minyu Guo
Keyword(s):  
Turnover Intention ◽  
Design Theory ◽  
Manufacturing Industry ◽  
Management Practices ◽  
Mediating Effect ◽  
Job Crafting ◽  
Empowerment Theory ◽  
Industrial Workers ◽  
Empowering Leadership ◽  
Moderation Model

We used empowerment theory and job design theory to build a mediated moderation model to examine the relationship between empowering leadership and the turnover intention of industrial workers. Participants were 272 industrial workers in Chinese manufacturing enterprises. Results show that empowering leadership significantly reduced participants' turnover intention and that job crafting exerted a partial mediating effect on the negative correlation between empowering leadership and turnover intention. Participants' proactive personality positively moderated the effect of empowering leadership on their turnover intention, and part of the moderating effect was transmitted via job crafting. Our results have theoretical implications for related research and practical implications for human resource management practices in the manufacturing industry.

Sign in / Sign up

Export Citation Format

Share Document