Empowering Structures and Thriving Minds: A Model of Organizational Performance through Agility and Self-Evaluations
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Abstract
Objective: this study highlights the importance of employee well-being for both managers and staff in the banking sector. It emphasizes creating simpler work processes, involving employees in decision-making, and valuing their input to improve overall organizational performance. Methods: data were collected from employees in Pakistan’s banking sector. PLS-SEM was used for hypothesis testing. Results: the results of this study indicate that thriving and organic structures are positively and significantly related to organizational performance. Agility and core self-evaluations were found to play mediating roles in the relationships between
thriving, organic structure, and organizational performance. Employee voice plays a moderating role in the linkages among agility, core self-evaluations, and the performance of banking sector employees. Conclusions: this study contributes to the literature as one of the initial research efforts to examine the combined impact of employee voice (contextual variable), agility, core self-evaluations, thriving
(individual variables), and organic structure (structural variable) on organizational performance. It also provides actionable insights for managers seeking to balance communication, empowerment, and compliance. There are important implications for organizational design, human resource management practices, and leadership
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