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Bolstering the Moderating Effect of Supervisory Innovative Support on Organisational Learning and Employees’ Engagement

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  • Opeyemi Olunike Joel

    (Department of Business Management, Covenant University, Ota 112104, Nigeria)

  • Chinoyen Love Moses

    (Department of Business Management, Covenant University, Ota 112104, Nigeria)

  • Ebeguki Edith Igbinoba

    (Department of Business Management, Covenant University, Ota 112104, Nigeria)

  • Maxwell Ayodele Olokundun

    (Department of Business Management, Covenant University, Ota 112104, Nigeria)

  • Odunayo Paul Salau

    (Department of Business Management, Covenant University, Ota 112104, Nigeria)

  • Oluwatunmise Ojebola

    (Department of Business Management, Covenant University, Ota 112104, Nigeria)

  • Olufunke P. Adebayo

    (Department of Business Management, Covenant University, Ota 112104, Nigeria)

Abstract

Organisational learning, as the process of continuous information acquisition, dissemination and exploitation, often leads to an organisation’s competitiveness. Hence, this study examined the relationship between organisational learning and employee engagement. The study also investigated the extent to which supervisory innovative support moderates organisational learning and the effectiveness of employee engagement. Five hundred forty-one (541) participants were surveyed using stratified and purposive sampling methods to make up the sample size. To be more precise, Smart Partial Least Square (PLS 3.0) was used to analyse the relationship between the study’s variables. The hypothesis test found that supervisory innovative support moderated the relationship between organisational learning and employee engagement to a significant extent (R 2 = 0.810 Adjusted R 2 = 0.806 p -value 0.05). As a result, the study recommends that pharmaceutical companies clarify their policies and culture to employees so that supervisory support can lead to higher employee engagement through organisational learning. Pharmaceutical firms should also provide financial incentives based on employee duration or distinctive contributions to company goals.

Suggested Citation

  • Opeyemi Olunike Joel & Chinoyen Love Moses & Ebeguki Edith Igbinoba & Maxwell Ayodele Olokundun & Odunayo Paul Salau & Oluwatunmise Ojebola & Olufunke P. Adebayo, 2023. "Bolstering the Moderating Effect of Supervisory Innovative Support on Organisational Learning and Employees’ Engagement," Administrative Sciences, MDPI, vol. 13(3), pages 1-12, March.
    • Handle: RePEc:gam:jadmsc:v:13:y:2023:i:3:p:81-:d:1092052
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    References listed on IDEAS

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    3. Shafique Ur Rehman & Anam Bhatti & Naveed Iqbal Chaudhry, 2019. "Mediating effect of innovative culture and organizational learning between leadership styles at third-order and organizational performance in Malaysian SMEs," Journal of Global Entrepreneurship Research, Springer;UNESCO Chair in Entrepreneurship, vol. 9(1), pages 1-24, December.
    4. Orlando C. Richard & O. Dorian Boncoeur & Hao Chen & David L. Ford, 2020. "Supervisor Abuse Effects on Subordinate Turnover Intentions and Subsequent Interpersonal Aggression: The Role of Power-Distance Orientation and Perceived Human Resource Support Climate," Journal of Business Ethics, Springer, vol. 164(3), pages 549-563, July.
    5. Macey, William H. & Schneider, Benjamin, 2008. "The Meaning of Employee Engagement," Industrial and Organizational Psychology, Cambridge University Press, vol. 1(1), pages 3-30, March.
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