Achieving the Agility of Human Resources Through Job Empowerment Practices and Job Satisfaction: Empirical Evidence from the Banking Sectors

Achieving the Agility of Human Resources Through Job Empowerment Practices and Job Satisfaction: Empirical Evidence from the Banking Sectors

Financial sectors, like other sectors with strict hierarchies, need help to be adaptive or agile enough to satisfy the needs of competitive situations. In this regard, this study aims to evaluate the influence of job satisfaction on the link between job empowerment practices and the agility of human resources and fills the gaps in the current literature. To fulfill these aims, the study employs data collected through a survey of 460 employees randomly selected across various levels of commercial banking. AMOS 25 was used to conduct a statistical data analysis by applying structural equation modelling to test the hypotheses. The findings revealed positive and direct associations between job empowerment practices, job satisfaction, and the agility of human resources. In addition, employee satisfaction served as a powerful intermediary between empowerment practices and the agility of human resources. This study is one of the first to analyze the association between these factors in this field. These results imply that banks should develop effective job empowerment strategies to increase employee job satisfaction, which can lead to a more agile workforce. As mentioned in this paper, it also has important and helpful implications for academics and banks.