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https://doi.org/10.1177/23220937231186937
South Asian Journal of Human Resources
Management
1 –27
© The Author(s) 2023
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DOI: 10.1177/23220937231186937
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Research Article
Does Leadership Style
and HRM Practices
Promote Employee
Well-being Post Onset
of the New Normal? A
Mixed-method Approach
Umamaheswararao Jada1, Deepika Swain2,
Tony John2 and Lalatendu Kesari Jena2
Abstract
The immediate establishment of ‘a new normal’ in response to the present global
crisis made leaders relook into the well-being of their employees through a new lens.
Hence, promoting empowering leadership in any organisation to attain employee
well-being became the key to surviving the detrimental impact of endangered
organisational productivity. In line with two promising theories (social exchange and
social learning), we proposed to join empowering leadership and employee well-being
through activity-enhancing, opportunity-enhancing, motivation-enhancing, work–
life balance-enhancing and voice-enhancing related human resources management
(HRM) practices. A two-phase exploratory sequential mixed-method process was
designed to identify and analyse the role of HRM practices on promoting well-
being during the onset of the new normal. Results of the multi-mediation model
conducted on 328 executives of private banks in eastern India—demonstrated
participative decision-making as a rewarding impact of autonomy and freedom. It
highlighted achieving employee well-being as a flow experience. Our findings propose
the techno-functionality of empowering leadership in redefining the holistic concept
of well-being for socio-tropic continents like India, which may help establish actual
well-being as a panacea to evolving work lives.
Keywords
Employee well-being, leadership, employee voice, job satisfaction, work–life balance
1Department of Management Studies, National Institute of Technology (NIT), Durgapur, West
Bengal, India
2School of Human Resource Management, XIM University, Bhubaneswar, Orissa, India
Corresponding author:
Lalatendu Kesari Jena, School of Human Resource Management, XIM University, Bhubaneswar,
Orissa, India.
E-mail: lkjena@xub.edu.in
2 South Asian Journal of Human Resources Management
Introduction
We have witnessed workplace dynamism experiencing a dramatic change over the
recent past regarding human resource development (Yao et al., 2022; Kafetzopoulos,
2023; Patky & Pandey, 2020; Pattnaik & Padhi, 2022). Promoting employee well-
being by an empowered leader has been an essential contributor to the growth of
workplace productivity (Khan & Roy, 2023). Compromised employee well-being
weakening employee–employer relations is a research interest of pertinence
(Madero-Gómez et al., 2023); the linkage between unempowered leadership and
organisational ecosystem retrogression is equally pertinent.
A fine-tuned focus on improving the performance of dynamic human resources
management (HRM) models has been taking immediate attention (Khan & Roy,
2023; Pattnaik & Padhi, 2022), with employee well-being grabbing a secondary
position (Guest, 2017; Kafetzopoulos, 2023; Marin-Garcia & Bonavia, 2021).
Researchers argued that organisations should ensure employee well-being to create a
happy and productive workforce, significantly affecting productivity (Khan & Roy,
2023; Patky & Pandey, 2020; Steverink et al., 2020). This implicates organisations in
identifying and formulating interventions for enhancing the well-being of employees
at the workplace (Byun et al., 2019). We have witnessed that despite growing research
on employee well-being and its affirmed significant impact on performance-powered
organisational productivity (Khan & Roy, 2023; Madero-Gómez et al., 2023; Marin-
Garcia & Bonavia, 2021), more research studies should be conducted concerning
HRM practices that can be practically adopted to promote employee well-being.
The subjectivity of the term ‘employee well-being’ and the lack of consensus
concerning what it means (Karimi et al., 2021) have further aggravated the
problem of formulating HRM interventions for promoting employee well-being in
modern-day organisations. Researchers have talked about the impact of employee
well-being on an individual's physical, psychological, mental, social and financial
health and its cross-linkages with organisational productivity (Khan & Roy, 2023;
Madero-Gómez et al., 2023). However, the conceptualisation and quantifiability
of the term remained an under-researched area. This study addresses the said
research gap through adopting a mixed-method approach (i.e., qual-quant study).
The dearth of employee well-being studies in the South Asian context, and
precisely in an Indian context, is a concern looking at its growing economy and
vast growth in population. India accounts for about 15% of the total global
economic output. The recent pandemic has added to the complexity of the
employee well-being concern, making researchers keen on gauging the impact.
Hence, we aspire to answer the following research questions anticipating its
influence on the global business community.
RQ1: How employee leadership style impacts promoting well-being at the
workplace post onset of the ‘new normal’?
RQ2: What impact does employee leadership have on activity-enhancing,
motivation-enhancing, opportunity-enhancing, work–life balance-enhancing
and voice-related HRM practices in organisations that promote employee
well-being?
Jada et al. 3
This study depicts its uniqueness in two ways. First, it talks about the necessity of
further research on employee well-being, and second, it emphasises the need for
this study in a South Asian context. The manuscript is organised as follows. The
subsequent section entails the conceptual development of the research concern.
Further, qualitative study and its findings are discussed. The next segment collates
the cues from the qualitative study, entailing a detailed literature review followed
by the development of hypotheses. Furthermore, the quantitative study will be
conversed along with the results followed by implications for the theory and the
managers, limitations future scope for the study.
Conceptual Development
Employee well-being has emerged as a critical concern for managers in the
changing HRM workplaces (Steverink et al., 2020). The concern has gained
increasing attention in the last few decades as the United Nations named ‘good
health and well-being’ as Goal 3 of 17 Sustainable Development Goals. Employers
are paying increasing attention to employee well-being practices owing to the
benefits of such wellness practices in the organisation during stints of crisis
(Gadelshina, 2020; Khan & Roy, 2023; Tourish, 2020). An overview of the
literature on employee well-being reveals that the concept touches various
physical, psychological and social domains but lacks a clear and consistent
definition (Karimi et al., 2021).
Past research related the state of well-being to a state that goes beyond the
absence of illness. One school of thought has mainly related employee well-being
to job satisfaction, job commitment, job engagement and organisational citizenship
behaviour (Alfes et al., 2013; Kaur & Randhawa, 2021), while the other offers a
more comprehensive view encompassing social, psychological and life well-
being (Zheng et al., 2015) ensuring higher organisational performance. This
research adopts the definition proposed by Danna and Griffin (1999), which
defines well-being as the state of individuals’ mental, physical and general health,
as well as their experiences of satisfaction both at work and outside of work that
lies in similar lines with Zheng et al. (2015) and Grant et al. (2007). Looking at
the genesis of the concern, we aimed to address the issue by adopting an
exploratory sequential two-way mixed-method study.
Method
Research Design
Regardless of a great deal of research indicating the relevance of employee well-
being in today’s highly competitive business environment (Luthans & Youssef,
2004), the research on ‘what organisations can do or are doing to contribute to the
well-being of employees’ remains much under-researched (Zheng et al., 2016).
4 South Asian Journal of Human Resources Management
Considering the lack of literature on actual HRM practices adopted by organisations
in India and their impact on employee well-being, an exploratory sequential
mixed-method design (Creswell & Plano Clark, 2010) was carried out. The
methodology collected rich data concerning the actual practices by conducting
extensive interviews with managers and validating the associations among
explored variables through quantitative analysis. Additionally, the mixed-method
design helped expand the current research base on employee well-being by
completing a qualitative exploration with a quantitative analysis to draw rich
insights into employee well-being.
Study 1: Qualitative Study
The under-availability of literary evidence and the growing relevance of
employee well-being emphasises the need to explore the phenomenon via a
qualitative study. The organisational ambience of the sample respondents needed
to be more interfered with (Newman et al., 1998). Researcher’s bias is a necessary
evil in an interview method (Dunckel, 2015; Institute for Work & Health, 2015).
However, to understand the phenomenon of the selected respondents, we have
involved a third-party researcher while preparing for the semi-structured
interview. His role was to check the occurrence of leading questions and interpret
the data as per the innate understanding of the author-researchers instead of the
participant’s voice.
In-depth Interviews
In the first stage, semi-structured interviews with full-time branch managers
employed in reputable private banks were conducted to identify the practices
adopted by their respective organisations for promoting employee well-being.
They had mean age of 38 years and a job tenure of 5.8 years in their respective
organisations. We ensured equally representative participation of males (56.4%)
and females (43.6%) during our interactions. The interviews were analysed to
identify the relevant HRM practices adopted by their organisations to understand
their impact on promoting employee well-being. The 39 interviews conducted
with branch managers across various branches of five private Indian banks
generated sufficient evidence for covering the relevant issues and reaching
saturation on the adopted HRM practices. The demographics of these managers
were found to be rich. 79.8% of the total sample possessed postgraduate degrees;
the remaining 20.1% were graduates with professional qualifications.
Considering the subjectivity of employee well-being (Grant et al., 2007), the
branch managers were first given an overview of what we meant by it. Danna and
Griffin (1999) stated that well-being as the state of individuals’ mental, physical
and general health and their satisfaction experiences both at and outside work.
The participants were, then, asked to provide an overview of the HRM practices
adopted by their respective organisations and how they perceive those practices
Jada et al. 5
meaningfully contribute to enhancing employee well-being in their respective
branches. Each interview was carried out for 35 to 60 minutes during spring 2020.
Data Analysis and Results
The recorded interviews were transcribed, and a thematic analysis was adopted to
recognise the main concepts (Braun & Clarke, 2006). Thematic analysis is ‘a
method for identifying, analysing, and reporting patterns (themes) within data,
organising data, and interpreting the results’ (Braun & Clarke, 2006). Researchers
have widely used the technique to draw rich insights from qualitative data (Parry
et al., 2014). It offers the scope for going beyond semantics to interpret the data at
a latent level to find outs its underlying meanings (Braun & Clarke, 2006). In
addition to the third-party researcher, two independent coders were involved in
the coding process, one being an experienced and trained coder from different
backgrounds to avoid bias and the other being the authors associated with this
study. After completing the coding process, the third-party researcher critiqued
the differences between coders and resolved them through mutual discussions
until a shared understanding was attained (Gioia et al., 2012). As suggested by
Braun and Clarke (2006), the overall analysis right from identifying the initial
codes to developing them into significant themes by collating similar codes
together was carried out. The process carried out is summarised in Table 1.
The thematisation of similar codes under one umbrella reflecting commonalities
resulted in six major themes (Braun & Clarke, 2006), as presented in Table 1. The
synthesis revealed that employee well-being extended much beyond undertaking
balance between work–life practices in the organisation and was found to be
related to career development opportunities, skills enhancement of employees for
growth and monetary and non-monetary motivation of employees, which shares a
substantial coherence with the ability, motivation and opportunity (A-M-O) HRM
sub-systems/practices proposed by the researchers in the past (Tian et al., 2016;
Yvonne & Jiang, 2021). This sufficed to uncover the actual practices prevalent in
the industry between the employees, setting the context and justifying our
intention behind conducting the quantitative inquiry as Study 2.
The concept of A-M-O-enhancing HR practices was utilised (Tian et al., 2016)
to derive the literature support as the prima facie variable to test their impact on
the well-being of employees along with work–life balance-enhancing and voice-
related HRM interventions. The findings indicated that empowering leadership
was adopted by managers to promote the well-being of employees (Yvonne &
Jiang, 2021). Managers were found to believe that giving autonomy to employees,
sharing information with them, considering their say in all important decisions
and having a concern for them promotes their well-being at work. The findings
and the results of the preliminary interviews conducted have been utilised in the
next stage to propose a research model to test the influence of HRM interventions
on the well-being of workforces working in these organisations.
Study 1’s findings highlighted the nascent research about HRM practices
adopted in organisations to promote well-being. We reviewed the studies
6 South Asian Journal of Human Resources Management
Table 1. Qualitative Data Structure (Sample Excerpts from Interviews).
First-order Cod-
ing (Similar Codes
Clubbed Together) Sample Quotes
Conceptual
Coding
Analytical Dimen-
sions in Coherence
with Literature
Freedom at work,
employees say in
important deci-
sions, motivating
employees, per-
sonal support
‘I always encourage em-
ployees to have their say
in all important decisions
taken in the branch.’
(Sample No. 2, Male,
Hyderabad, India).
‘I believe in showing
confidence in them as it
keeps them charged and
connected.’ (Sample No. 6,
Male, Hyderabad, India).
Empowering
employees,
participative
decision-mak-
ing, concern
Empowering lead-
ership
Training pro-
grammes, con-
structive feedback
‘As a branch head, I
believe in improving
the employees’ skills
by organising training
programs as it gives them
the confidence to grow in
life.’ (Sample No. 5, Female,
Kolkata, India).
‘Our company conducts
regular appraisals to offer
developmental feedback
to employees.’ (Sample
No. 8, Male, Mumbai,
India).
Training
programmes,
performance
checks,
constructive
Feedback
Skills enhancing
HRM practices
Equity of salary,
fair distribution
of rewards, better
pay scales than
competitors,
bonus for higher
performance,
benefits: housing,
higher HRA, rec-
ognition for work,
performance-
linked appraisals,
no favouritism
‘…. out of favouritism,
deserving employees
leave out of frustration,
here we strictly follow
the promotion on merit’
‘… good salary, higher
than other players in the
industry which keeps em-
ployees satisfied.’(Sample
No. 7, Female, Mumbai,
India).
‘…. identify the per-
former of the week and
applaud him/her for the
work’ (Sample No. 18,
Female, Visakhapatnam,
India).
Rewards as
per perfor-
mance, financial
returns better
than competi-
tors, recogni-
tion for work,
individual
performance-
linked bonuses
Employee moti-
vation-enhancing
HRM practices
(Table 1 continued)
Jada et al. 7
conducted in the last 21 years (2002–2023) proposing varied HRM practices that
facilitate employee well-being, predominantly confined to Western countries. In
support of the need for further comprehensive research concerning employee
well-being-enhancing practices in the Indian subcontinent, we aspire to
demonstrate the gradual trickling down of focus towards empowering leadership
and employee well-being in Table 2.
In subsequent sections of the study, we claim to offer sufficient grounds for the
proposed interaction between empowering leadership, selected HRM interventions
and employee well-being. Triangulation of the findings from the literature, the
findings of qualitative inquiry (i.e., Study 1), and the growing need to resolve the
employee well-being-related inconsistencies outlined the need for quantitative
verifiability of the research findings, hence Study 2.
First-order Cod-
ing (Similar Codes
Clubbed Together) Sample Quotes
Conceptual
Coding
Analytical Dimen-
sions in Coherence
with Literature
They allow
employees' voices
and freedom to
execute decisions,
offering them the
chance to occupy
higher positions
‘…. to execute deci-
sions as they want them
to be so that they have
opportunities to learn
and grow.’ (Sample No. 12,
Male, Chennai, India).
‘…. policy to first con-
sider officers with five
years work experience
before hiring any branch
manager from outside’
(Sample No. 15, Female,
Bangalore, India).
Opportuni-
ties for career
progression,
encourag-
ing voice,
consideration
for higher
positions of
in-house em-
ployees first
Career progres-
sion/ opportunities
enhancing HRM
activities
Freely express
their opinions
‘… themselves freely in
every aspect, good or
bad’ (Sample No. 25, Male,
Jamshedpur, India).
Voice Voice-related HRM
practices
Flexible timings,
weekends off, no
longer shifts than
8 hours, extra
half-hour report-
ing flexibility in the
morning to female
employees, Crèche
facility
‘We allow 30 mins flex-
ible reporting time to fe-
male married employees’
(Sample No. 22, Female,
Delhi, India).
‘The company offers
leave travel allowances
for families, and it’s only
given when the whole
family travels, which is
very good.’ (Sample No.
18, Male, Bhubaneswar,
India).
Flexible tim-
ings, Crèche
facility for
working moth-
ers, weekends
to spend time
with families
Work–life balance-
enhancing HRM
practices
(Table 1 continued)
8 South Asian Journal of Human Resources Management
Table 2. A Literature Review from 2002 to 2022, Progression of EL and EW Research Studies.
Author/Year
Rationale of the Research
Study Constructs Used Sample Respondents
Practical Implications of the
Study
Scope of Future Research
(Identified by the Researchers)
Guest (2002) HRMP as well-being Job design, direct par-
ticipation and provision of
information with equally
comparable opportuni-
ties responsible for job
satisfaction and high
performance.
2,000 workers—500 each
from central government,
local government, health
service and private sector
Focus on a worker-friendly
approach in HRM practices
resulting in positive worker
outcomes.
Need for inclusion of workers’
voice in the HRM programmes
and its utility.
Grant et al.
(2007)
Effects of manage-
rial practices on EW and
guidelines for managing
and mitigating well-being
trade-offs were offered.
Well-being trade-offs-
work redesign, incentive
compensation, team
building and safety prac-
tices; positive well-being
synergies.
Highlighted a series of
pathways suggested by se-
nior executives of reputed
MNCs for enhancing
employee well-being.
Influencing leadership atten-
tion and motivation to
- notice the impact of their
actions.
- value the impact of their
actions on EW.
Empirical validation of the well-
being trade-offs and well-being
synergies.
Baptiste (2008) The various effects of
HRM practices on EW at
work and performance
were discussed.
The link between HRM
practices, EW at work and
performance.
Public sector (local gov-
ernment) organisation.
The importance of leader-
ship relationships, support
and employees’ trust pro-
moted employee well-being
among workers.
Employee well-being linked
to line managers, leadership
and their relationships to EW
needs an in-depth study.
Goncalves et al.
(2012)
A relationship between 5
HRM practices and EW
was established.
Training, communication,
performance appraisal,
health promotion, op-
portunity participation
and EW.
856 police officers A positive relationship
between HRM practices and
positive indicators of well-
being at work.
Relationship between HRM
practices and well-being at
work through potential mediat-
ing variables.
Howard (2013) The relationship between
HRM and EW got the
definition of ‘subjective
experiences’ of employees.
EW, job satisfaction, af-
fective commitment and
psychological well-being.
284 employees from 3
South African Organiza-
tions
Levels of EW are high in
positive workplaces.
The complex nature of HRM
practices and EW in various
workplaces could be explored
with varied mediators.
(Table 2 continued)
Jada et al. 9
Author/Year
Rationale of the Research
Study Constructs Used Sample Respondents
Practical Implications of the
Study
Scope of Future Research
(Identified by the Researchers)
Kooij et al. (2017) Relation between devel-
opmental and mainte-
nance HR practices with
well-being found to wane
with time, still resulting in
increased performance.
Contribution of rel-
evant well-being and
performance-related HR
practices among ageing
workers. The association
between job satisfaction
and well-being was found
to grow stronger with
increasing age.
21,104 public sector em-
ployees of 3 organisations
in the UK.
They customised HR
practices for different age
groups. Ageing employees
should be provided with job
enrichment HR practices
for their well-being and
performance.
The goals of different HR
practices, as experienced
by employees, are primarily
male-dominated studies, so
samples from different sectors
with higher female proportions
need to be studied.
Nielson et al.
(2017)
Workplace resources are
individual, group and or-
ganisational levels related
to EW and organisational
performance.
The influence of instructor
support, family support
and psychological capital
on students’ subjective
well-being is measured.
Systematic review and
meta-analysis: 84 quantita-
tive studies published in
print and online from 2003
to November 2015
Organisations can improve
well-being and performance
through interventions to
build resources at the four
levels appropriately.
Explore the strength of work-
related well-being as compared
to non-work-related well-being.
Luu (2019) Role of discretionary HR
practices in promoting
EW and mechanisms.
Work–life, career growth
and creation of happier
employees.
Participants were from
retail shops of a large
information technology
company in Ho Chi Minh
City, Vietnam.
Provides managers practical
insights for adopting an
employee-centred perspec-
tive to create an employee
well-being experience.
In alignment with discretionary
HR practices for employees,
leadership styles may play a
moderating role in EW.
Zhang et al.
(2020)
Effect of HRMP on EW in-
cluding life well-being, job
well-being and psychologi-
cal well-being.
EW, job well-being and
psychological well-being
were critically examined.
529 employees from
various industries in China:
R&D staff, technicians,
managers, sales personnel
and other professionals.
HR policies and practices
must create a fair organ-
isational atmosphere, and
managers implementing
them must have integrity in
leadership.
Other positive leadership
styles as potential moderators
could be evaluated. Leader–
member exchange that reflects
leader–follower interaction as
other moderators.
Kougiannou and
Ridgway (2021)
Shows the limited focus
of academic journals on
practical implications
HRM practices, their
relevance and rigour, the
research–practice gap was
the cynosure.
All the empirical articles
published in Academic
Journal Guide, 2018 HRM
and employment studies.
HRM journals’ lack of focus
on practical implications.
Focus on content analysis to
explore the audience when
developing implications of the
publications.
(Table 2 continued)
10 South Asian Journal of Human Resources Management
Study 2: Quantitative Study
Empowering Leadership and Employee Well-being
The interaction between empowering leadership style and employee well-being
skipped the attention of the researchers (Kaur & Randhawa, 2021). The study’s
concern is further analysed by taking the theoretical grounding of social exchange
theory. It discusses the mutual involvement of cost and reward in a social
environment. Reciprocity, as its crux, explains the moral norm exhibited by an
empowered leader in exchange for the well-being of its employees, setting social
exchange as the second norm. The complex ownership relation of an employee with
their organisation can be strong only when they derive their benefit while being in
the system, hence making a positive profit. It mentions that ‘leadership’ is capable
of rewarding a social system. Social exchange theory reiterates the claim that what
is rewarded is repeated, creating a pull for further reward. The theory makes its
backing apt when triangulated with the conceptual notes of Study 1’s thematic
analysis (For example: when the employer’s voice is heard, the civility behaviours
strengthens, as the hearing of voice is treated as a reward by the employees, in turn
from the organisational perspective, civility behaviour can be understood as a
reward, and hence the rule of ‘rewarded behaviour is repeated’ is observed).
A few empirical studies conducted in the past endorsed the relevance of
leadership in promoting employee well-being (Erkutlu & Chafra, 2016; Tourish,
2020). Considering the interview findings, the study proposes a link between
empowering leadership and employee well-being. We align with the definition of
empowering leadership proposed by Lorinkova et al. (2013) as ‘sharing power
with subordinates and raising their level of autonomy and responsibility’. An
empowering leader aims to motivate subordinate to develop as self-reliant
individuals who may initiate jobs (Gadelshina, 2020), take up duties and
synchronise activities to attain organisational goals (Tourish, 2020).
Earlier studies asserted that employees who are empowered experience great
levels of psychological empowerment (Gyu et al., 2017; Lorinkova et al., 2013),
deliver superior job outcomes and have higher job satisfaction and commitment
levels. These are identified as solid determinants for promoting employee well-
being. Empowered employees have also been found to experience higher job
satisfaction and commitment levels, identified as solid determinants for promoting
employee well-being. Given the dimensions adopted in the study for measuring
employee well-being, a positive association is proposed between life, workplace
and psychological well-being (Pattnaik & Padhi, 2022; Zheng et al., 2015).
Wittmer and Hopkins (2021) claimed that empowering leadership positively
influences employees’ psychological capital and promotes psychological well-
being amidst the oddities, and a sense of empowerment at the workplace reduces
psychological distress, enhancing the psychological well-being of employees
(Inceoglu et al., 2018). The concern shown by empowering leadership (Kaur &
Randhawa, 2021) may also positively influence the life well-being (Zheng et al.,
2015) of the employees as it provides scope to the followers to discuss issues that
go beyond their organisational tasks (Moebius, 2020).
Jada et al. 11
The flexibility offered by empowering leadership to perform (Gadelshina,
2020) augments the employees’ work–life balance (Christensen & Schneider,
2015; Khan & Roy, 2023). Empowering leadership by improving the
meaningfulness of work (Harter, 2020) is perceived to influence workplace well-
being positively. The environment of trust, cohesiveness and quality relationships
cultivated by empowering leadership fosters workplace well-being (Gao et al.,
2011). Additionally, empowering leadership encourages participative decision-
making (Harter, 2020), negatively influencing job anxiety, depression and distress
at work (Adriaenssens et al., 2017; Huang et al., 2016; Moebius, 2020) will
nurture workplace well-being. On these grounds, we propose,
H1: Empowering leadership positively influences employee well-being in
terms of life, workplace and psychological well-being.
HRM Practices
HRM practices are ‘systems that attract, develop, motivate, and retain employees
to ensure that an organisation’s human capital contributes to achieving
organisational objectives’. Social learning theory portrays learning as a function
of observation, intrinsic reinforcement and learning merely (Bandura, 1979).
Researchers have proposed and argued that HR practices elicit employee well-
being, which aligns with the dark side of the Bobo doll experiment of social
learning theory. In context with this research work, we consider human resource
management practices to be a possible intervention mechanism that focuses on
creating the well-being of employees by empowering the leaders. Despite the
notable impact of employee well-being on various organisational outcomes, such
as productivity and performance (Baptiste, 2008; Som, 2008), job engagement
(Alfes et al., 2013), organisational citizenship behaviours (Kaur & Randhawa,
2021) and organisational commitment, research about employee well-being
annexed human resource management practices is sparse. The live demonstration
of managerial intervention can fill this gap (Voorde & Paauwe, 2012).
Studies conducted by scholars a decade ago have proposed a mix of work
redesign practices, incentive compensation practices, team building practices and
safety practices to promote employee well-being. The findings from Study 1’s
Tables 1 and 2 confirm the contemporary researchers’ claim. Chan et al. (2023)
state that work–life balance, employee growth and development, health and
safety, recognition and employee involvement interventions contribute to well-
being. Along similar lines, Zheng et al. (2016) proposed work–life balance
practices to ensure the well-being of workers. The research claim is compactly
linked to the social learning theory, as the claims result from observation or
intrinsic reinforcement. Guest (2017) proposed that a positive employment
relationship creates a prosperous workforce and welcomes well-being-enhancing
practices. The above discussion highlights the divergent views regarding human
resource management practices that have been proposed to influence employee
well-being. Instead of the limited knowledge base regarding employee
12 South Asian Journal of Human Resources Management
well-being, a qualitative exploration will focus on human resource management
practices in general and, more specifically, in India. In line with the findings of the
qualitative study, the influence of activity, opportunity, motivation enhancement
(Appelbaum et al., 2000), work–life balance enhancement (Zheng et al., 2016)
and voice-related human resource management interventions on employee well-
being is tested.
The Influence of Empowering Leadership on Human Resource
Management Practices
Empowering leadership is expected to positively influence the organisation's ability-
enhancing, motivation-enhancing, opportunity-enhancing, work–life balance-
enhancing and voice-related human resource management interventions, leading to
employee well-being. The grit of empowering leadership positively influences the
execution of ability-enhancing human resource management interventions
(Southwick et al., 2019) intended to warrant that employees are properly trained and
equipped with training and performance appraisal (Tian et al., 2016). This is because
empowering leadership not only allocates responsibilities to the followers but also
ensures the availability of required resources and know-how (training) to employees
for carrying out the additional responsibility (Martin et al., 2013). Empowering
leadership encourages exploration at work, stimulating followers to learn and
venture (Gkorezis, 2016). The theoretical support of social exchange theory further
strengthens the claim, as every rewarded behaviour is repeated.
By encouraging self-leadership, empowering leadership encourage followers
to undertake training to carry out assigned tasks effectively (Amundsen &
Martinsen, 2015). Empowering leadership by encouraging participative decision-
making (Harter, 2020; Moebius, 2020) and encouraging voice at work (Gao et al.,
2011) will nurture opportunity-enhancing human resource management practices
influencing the achievement of organisational purposes and participation in
decision-making and information-sharing at the workplace (Tian et al., 2016)
positively. Independence and freedom allowed by leader to subordinates for
designing and executing tasks (Byun et al., 2019) enable them to practice their
abilities to attain organisational goals. The confidence shown by empowering
leadership was found to encourage followers to achieve higher organisational
outcomes (Moebius, 2020).
Likewise, empowering leadership will likely complement the execution of
motivation-enhancing human resource management practices. These practices
intend to upsurge the employee’s unrestricted effort and determination, including
compensation, benefits and performance appraisal. Empowering leadership
enhances employees’ intrinsic motivation and creates a feeling of reciprocation,
positively affecting their persistence towards achieving higher performance. Fair
treatment by empowering leadership is also expected to influence the fair
distribution of rewards in the team. Gao et al. (2011) affirm the positive impact of
empowering leadership on employee voice, which aligns with social exchange
Jada et al. 13
theory and Study 1’s conceptual note. Scholars have claimed that empowering
leadership builds trust, encouraging followers to express their ideas, opinions and
suggestions, fostering voice-related human resource management practices.
Showing concern is an essential aspect of empowering leadership. It denotes a
collection of behaviours that demonstrate general regard for team members' well-
being (Moebius, 2020), indicating a leader’s inclination towards work and family
life balance. Finally, the flexibility offered by empowering leadership also
positively affects work–life balance (Harter, 2020).
The Effect of HRM Practices on Employee Well-being
Existing research depicts human resource management practices influencing
employees' workplace and psychological well-being by instigating a learning-
performance distinction, as explained in social learning theory. This is because,
on the one hand, A-M-O-augmenting HRM practices will lead to workplace well-
being by positively affecting commitment (Kaur & Randhawa, 2021), higher
productivity and job contentment at work and on another hand, work–life balance
of the employee enhances human resource management practices positively
influence life well-being by helping employees in striking a balance in work and
personal life.
Employees who experience work–life balance display higher levels of job
contentment (Chan et al., 2023) and are unlikely to leave the organisation. A
positive impact of voice-related human resource management practices on
employee well-being is possible. A prior understanding from Study 1 reiterates
that allowing employees to express their ideas, opinions and suggestions
influences job satisfaction and enhances their organisational citizenship behaviour
at work (Kaur & Randhawa, 2021). Hence,
H2abcde: HRM practices (2a) activity-enhancing, (2b) motivation-enhancing, (2c)
opportunity-enhancing, (2d) work–life balance-enhancing and (2e) voice-related
practices will mediate the connection between empowering leadership and well-
being of employees.
Research Model
Coherent with the interview findings, the study proposes the positive impact of
A-M-O-enhancing HRM practices (Tian et al., 2016) and work–life balance-
enhancing HR practices (Zheng et al., 2016) and voice-related practices on
employee well-being. It additionally intends to evaluate the significance of
empowering leadership in these practices, considering the dimensions of
empowering leadership proposed by Moebius (2020). As discussed further, the
researchers presume empowering leadership will enhance these practices,
eventually contributing to employee well-being.
14 South Asian Journal of Human Resources Management
Data Collection and Sample
The sample respondents for this study included 800 executives from private banks
in India were selected using convenience and snowball sampling techniques and
were approached with a single questionnaire through online and offline modes. Of
the 410 filled-in questionnaires returned, 328 were considered for further analysis
after eliminating missing responses. This resulted in a response rate of
approximately 41.01%. About 61.84 % of the respondents were males, with an
average age of 33.25, and 38.16 % were females, with an average age of 29.32.
The average experience of the respondents was 3.8 years.
Measures
Empowering leadership: We measured empowering leadership behaviours using
the empowering leadership scale established by Arnold et al. (2000). Sample
items catered to participative decision-making, coaching, leading by example,
informing and showing concern. Cronbach’s α was 0.87.
Ability-enhancing HR practices: motivation-enhancing HR practices and
opportunity-enhancing HR practices were each measured by four–item measure
by Tian et al. (2016), with Cronbach’s α as 0.75, o.79 and 0.85, respectively.
Work–life balance HR practices: Zheng et al. (2016) measured it using a five-
item scale. Cronbach’s α was found to be 0.87.
Employee voice HR practices: To assess employee voice practices, a six-item
questionnaire proposed by Van Dyne and LePine (1998) was used. Cronbach’s α
was found to be 0.81.
Employee well-being: EW was assessed using 18 items scale by Zheng et al.
(2015). Cronbach’s α was found to be 0.85.
Analysis
This study adopted a two-staged approach, a widely acknowledged multivariate
causal modelling technique named the two-stage approach, that is, confirmatory
factor analysis and structural equation modelling (SEM) (Anderson & Garbing,
1988).
Descriptive Statistics
Descriptive statistics was calculated using SPSS 22.0. Table 3 specifies the
descriptive (mean and SD) statistics and intercorrelations between the study
constructs. The intercorrelation values signify that all the correlation values are in
the acceptable range (i.e., 0.18–0.45) and positively significant.
Jada et al. 15
Model A (Measurement)
We have employed the suggestions of Fornell and Larcker (1981) to assess the
survey instrument for checking reliability and validity—the items of the questionnaire
were assessed through Cronbach’s α, average variance extracted (AVE) and
composite reliability (CR). The Cronbach alpha and CR values (summarised in
Table 4) were found to be higher than the minimum threshold suggested by Nunnally
(1978), which indicated good internal consistency among the measures (Hair et al.,
2014). Convergent validity was achieved as all AVE values exceeded significantly
(Fornell & Larcker, 1981). Result indices presented in Table 4 notably signified the
achievement of discriminant validity among the constructs.
In a research model, the covariance shared among latent constructs is measured
through maximum shared variance (MSV). The average shared variance (ASV) is
computed through the mean value of shared covariance of a latent construct with
other constructs. Hair et al. (2010) asserted that the value of AVE need to be
greater that both ASV and MSV values with the CR must be higher that the AVE.
The findings of the study documented in Table 4 represent MSV, ASV, CR and
AVE within the threshold values and hence confirming discriminant validity
among constructs of the measurement model.
Model B (Structural)
The structural model was analysed through SEM using the AMOS 20.0 program.
The respective fit indices: χ2/df (1.35), GFI (0.82), AGFI (0.88), RMSEA (0.05),
Table 3. Summary of Descriptive Statistics.
1 2 3 4 5 6 7
Empowering leader-
ship
Ability-enhancing
HRP
0.31**
Motivation-enhanc-
ing HRP
0.29** 0.32**
Opportunity-en-
hancing HRP
0.35** 0.24** 0.18**
Work–life balance-
HRP
0.22** 0.29** 0.21** 0.29*1
Employee voice
HRP
0.25** 0.36** 0.24** 0.42** 0.41**
Employee
well-being
0.37** 0.43** 0.35* 0.51** 0.45* 0.42**
Mean 4.01 3.98 4.15 3.87 4.54 3.63 4.11
SD 0.85 1.01 0.79 1.11 0.51 1.02 0.89
Note: *P < 0.05 and ** P < 0.01.
16 South Asian Journal of Human Resources Management
NFI (0.89), CFI (0.93) and TLI (0.94). Model fit indices are within the satisfactory
limit (Bagozzi & Yi, 1988). Figure 1 indicates the structural model, and path
values are presented in Table 5.
The estimates (parameter) of the structural model—standardised regression
estimates, standard error, the significance value of regression weights and standard
errors are presented in Table 6. The critical ratio in the table refers to the ratio
between regression weight estimates and the standard error of a given linkage
obtained from the variables. The outputs were generated by AMOS 21.0.
H1 proposes that empowering leadership positively influences employee well-
being. From the structural model results, it was found that the path coefficient was
positively significant (β = 0.19, P < 0.001). Hence, supporting the assertion of H1.
Hypothesis Testing (Mediation Analysis)
Mediation analysis was conducted utilising PROCESS Macro (Hayes, 2012). The
results for the support of Hypothesis 2a, 2b, 2c, 2d and 2e have been displayed in
Table 6. H2a offers that ability-enhancing HR practices mediate between
empowering leadership and well-being of employees. For H2a, direct influence
was found to be positive and significant (β = 0.12, t = 3.59, P < 0.05), the total
Table 4. Results of Measurement Mode.
CR AVE MSV ASV 1 2 3 4 5 6 7
Empower-
ing leader-
ship
0.92 0.75 0.52. 0.38 0.86
Ability-
enhancing
HRP
0.76 0.54 0.41 0.35 0.10 0.73
Motivation-
enhancing
HRP
0.87 0.63 0.35 0.27 0.08 0.10 0.79
Opportuni-
ty-enhanc-
ing HRP
0.91 0.59 0.47 0.35 0.12 0.06 0.03 0.76
Work–life
balance-
HRP
0.89 0.52 0.35 0.32 0.05 0.08 0.04 0.08 0.72
Employee
voice HRP
0.81 0.67 0.39 0.41 0.06 0.13 0.06 0.18 0.17 0.81
Employee
well-being
0.84 0.58 0.41 0.36 0.14 0.18 0.12 0.26 0.20 0.18 0.76
Notes: The diagonal bold and italics elements are the squared root of AVE values, italicised values
are the squared correlation values.
Abbreviations: ASV, average shared variance; AVE, average variance extracted; CR, composite
reliability; MSV, maximum shared variance.
Jada et al. 17
effect of empowering leadership on well-being of the employee is positive and
significant (β = 0.19, t = 3.41, P < 0.05) and the path coefficient of the total
indirect effect is also significant (β = 0.07, P < 0.05). Consequently, supporting
the statement of H2a, it can be established that the ability to enhance HR practices
acts as a mediator between empowering leadership and employee well-being.
Similarly, for H2b, support was observed for the mediating effect of motivation-
enhancing human resource management practices between empowering leadership
and employee well-being. The path coefficient of direct effect was found to be positive
Figure 1. Structural Model with Path Coefficients.
Table 5. Path Coefficients.
Path
Standardised
Estimates
Standard
Errors
Critical
Ratio P Value
EL–AHRP 0.25 0.075 3.33 **
EL–MHRP 0.29 0.052 5.57 **
EL–OHRP 0.34 0.063 5.31 **
EL–WHRP 0.21 0.058 3.62 **
EL–EVHRP 0.36 0.071 5.14 **
AHRP–EWB 0.33 0.035 9.42 **
MHRP–EWB 0.32 0.021 15.32 **
OHRP–EWB 0.39 0.162 2.43 *
WHRP–EWB 0.43 0.042 10.2 **
EVHRP–EWBEL–EWB 0.440.19 0.0490.054 8.973.51 **
Note: *P < 0.05 and ** P < 0.01.
18 South Asian Journal of Human Resources Management
(β = 0.17, t = 4.25, P < 0.05), the total effect of empowering leadership on employee
well-being is positively significant (β = 0.24, t = 3.05, P < 0.05), and the path
coefficient of the total indirect effect is also significant (β = 0.07, P < 0.05). Thus,
supporting the statement of H2b, it can be determined that motivation-enhancing HR
practices mediate between empowering leadership and well-being of the employees.
Discussion
The result of Study 2 demonstrates a significant direct influence of empowering leadership
on well-being of the employee. The attitudinal value displayed by empowering leadership
provides sufficient authority and autonomy to followers to carry out their tasks
independently (Lorinkova et al., 2013), reducing distress at work (Inceoglu et al., 2018).
Wittmer and Hopkins (2021) advocate that empowering leadership magnetises high
confidence in followers by encouraging participative decision-making to generate positive
feelings at work (Schaufeli & Bakker, 2004). A positive association was also observed
between empowering leadership and activity-enhancing, opportunity-enhancing,
motivation-enhancing, work–life balance-enhancing and voice-related HRM practices.
Table 6. Results of Mediation Analysis.
Effects Linkages B SE T Statistics PValue
Direct EL–EW 0.17 0.04 4.25 0.00
Indirect1 EL–AHRP 0.16 0.05 3.20 0.01
Indirect2 AHRP–EW 0.46 0.10 4.60 0.02
Total effect EL–EW 0.24 0.08 3.05 0.00
Direct EL–EW 0.15 0.05 2.94 0.00
Indirect1 EL–MHRP 0.25 0.12 2.08 0.01
Indirect2 MHRP–EW 0.31 0.02 15.50 0.03
Total effect EL–EW 0.23 0.07 3.25 0.00
Direct EL–EW 0.18 0.03 6.00 0.00
Indirect1 EL–OHRP 0.16 0.05 3.20 0.05
Indirect2 OHRP–EW 0.19 0.09 2.11 0.00
Total effect EL–EW 0.21 0.07 3.01 0.01
Direct EL–EW 0.19 0.08 2.38 0.00
Indirect1 EL–WHRP 0.26 0.05 5.20 0.04
Indirect2 WHRP–EW 0.22 0.06 3.67 0.00
Total effect EL–EW 0.25 0.08 3.09 0.03
Direct EL–EW 0.21 0.08 2.63 0.00
Indirect1 EL–EVHRP 0.23 0.05 4.60 0.04
Indirect2 EVHRP–EW 0.35 0.09 3.89 0.00
Total effect EL–EW 0.29 0.11 2.64 0.03
Jada et al. 19
The reason for this could be that empowering leadership ensures the availability of the
right know-how to followers to carry out their responsibilities (Byun et al., 2019),
overcoming employee helplessness. Corroboration from Study 1 and Study 2 reposts the
necessity to fill up the knowledge gap identified in the manuscript's introductory part and
suggest an answer to the two research questions raised.
Concerning the mediating effect of opportunity-enhancing HRM practices
between empowering leadership and employee well-being, the findings extended
support for H2c. The total impact of empowering leadership on employee well-
being is positively significant (β = 0.23, t = 3.25, P = 0.05), and the path coefficient
of the total indirect effect is also significant (β = 0.05, P = 0.05). The path
coefficient of the direct effect was found to be positive (β = 0.15, t = 2.94, P =
0.05). As a result, it can be inferred that opportunity-enhancing HR practices
operate as a mediator between empowering leadership and employee well-being,
hence supporting the assertion made by H2c. Further, the relationship between
empowering leadership and well-being of the employee in H2d is mediated by
work–life balance human resource management practices. The total impact of
empowering leadership on employee well-being is positively significant (β =
0.25, t = 3.09, P = 0.05), and the path coefficient of the total indirect effect is also
significant (β = 0.06, P = 0.05). The path coefficient of the direct effect was found
to be positive (β = 0.19, t = 2.38, P = 0.05). Thus, it can be deduced that work–life
balance HRM practices mediated the relationship between empowering leadership
and employee well-being, validating the assertion made by H2d. Finally, H2e deals
with the human resource management practice's mediation effect on the
relationship between empowering leadership and employee well-being. It was
discovered that the route coefficient of direct influence was β = 0.21, t = 2.63 and
P = 0.05. The path coefficient of the total indirect effect is likewise significant (β
= 08, P = 0.05), as is the overall positive significance of empowered leadership on
employee well-being (β = 0.29, t = 2.64, P = 0.05). A positive correlation between
empowering leadership and employee well-being was found, and it can be
deduced that work–life balance HRM practices mediated the said association.
The collective findings of Studies 1 and 2 emphasised the impact of work–life
balance on empowering leadership and well-being of the employee, resonating
with the findings of Madero-Gómez et al.(2023). Cooke et al. (2022) have
underlined the significance of human-focused initiatives, reconfirming the
research claim of the current study. The study’s implication is expressing its
novelty in a tri-folded fashion: theoretical, organisational and societal.
Theoretical Implications
Empowering leadership stimulates creativity in the workplace, encouraging
followers to learn new things at work (Jianfeng et al., 2022; Khan & Sharma,
2020). The concern shown by empowering leadership towards followers indicates
the scope they offer towards balancing the latter’s personal and work life (Arnold
et al., 2000; Khan & Roy, 2023). Additionally, their intervention offers followers
a series of constructive feedback and positive strokes (Berne, 1964) to enhance
20 South Asian Journal of Human Resources Management
their development opportunities (Moebius, 2020), promoting workplace civility
and organisational commitment. Supporting mediating results were also observed
for the positive impact of activity-enhancing, opportunity-enhancing, motivation-
enhancing, work–life balance-enhancing and voice-related HRM practices on
well-being of the employees. In line with Appelbaum (2013) and Appelbaum et
al. (2000), employees were found responding positively to activities that focus on
the enrichment of the activities they are involved in, opportunities that they
currently have, the current opportunities or can avail in the future, the prospective
opportunities (Kaur & Randhawa, 2021; Yvonne & Jiang, 2021) and eventually
escalating the job satisfaction as well as a commitment at the workplace. Guest et
al. (2017) surfaced voice as an essential antecedent to well-being, supporting the
results displayed in the study.
Khan and Sharma (2020) have shown the importance of cultural and religious
concerns in shaping the well-being of employees and employers. Perspectives,
distinctly different from each other, synergistically impact the leaders, empowering
them to activate productivity and long-termness in organisational intercourse. The
theory of psychoanalysis presented by Berne (1964) has mentioned the importance,
influence and impact of strokes through his framework that analyses social
interactions, ‘transactions’, the transactional analysis. We get research evidence to
prove this cause-and-effect, where ‘understanding, emotional perks, explicit
acknowledgement, a pat on the back, a casual mid-office hours break together,
and many such’, act as the ‘cause’ (Berne, 1964; Madero-Gómez et al., 2023).
Careful analysis and iteration of contemporary findings reveal the enhancement
of organisational loyalty, work engagement, civil behaviour at work, voice that is
heard, workplace productivity and wholistic well-being ‘economic, social and
psychological’, as the ‘effect’.
The prime themes that emerged from Study 1 of the qualitative data demonstrate
its alignment with the quantitative results of Study 2. One of our conceptual
coding from Study 1, participative decision-making, was confirmed in Study 2
and was emphasised implicitly by Khan and Roy (2023) with their findings
linking industry betterment with good organisational orientation. Madero-Gómez
et al. (2023) have reiterated this study’s conceptual coding recognition for work,
encouraging voice, flexible working hours and training programmes resonate
with their sustainable employee-friendly practices. Inculcation of flow experience
is painstaking and the most effective techno-functional skill for empowering
leadership (D’Auria & De Smet, 2020) during the establishment phase of a new
normal. Our work demonstrates the significance of all fundamental aspects of
empowering leadership in promoting employee well-being. The outcome of our
analysis depicts how, innovatively, protection can be catered to the employees
processing their distress to eustress, allowing them to experience well-being in
every aspect of work–life (Madero-Gómez et al., 2023).
Potential turmoil is anticipated in response to changing working circumstances,
challenging employee well-being. Study 2 complements the existing knowledge
on empowering leadership by exploring its impact on employee well-being via
the indirect influence of activity-enhancing, opportunity-enhancing, motivation-
enhancing, work–life balance-enhancing and voice-related HRM practices and
Jada et al. 21
empowering leadership influence employees by motivating them to enhance their
activity, thereby grabbing opportunities and creating an enviable work–life
balance and an expressive voice.
Organisational Implications
Our results reflect three critical implications for the organisations. First, employee
well-being will emerge as the outcome of the emotive therapy leaders offers. This
intentional endeavour will arm the leaders in providing emotional insulation to
the employees without any complete user manual. Establishing extraordinary
resilience will concatenate the happiness-satisfaction scores leading to contentment
and higher job satisfaction. The study proposes empowering leadership to promote
life, the workplace and psychological well-being. Empowering leadership
cultivates a climate for employees to promote through their different work
behaviours, such as granting sufficient autonomy, encouraging participative
decision-making, offering flexibility at work and fair treatment, along with having
a concern for followers reassuring fulfilment of organisational responsibilities
(Harter, 2020; Moebius, 2020; Zhang et al., 2020).
Second, the organisation’s responsiveness is a catalyst to control the
interrelationship between empowering leadership and employee well-being.
Organisations can utilise the study’s findings to promote well-being in the workplace.
Indian subcontinent exhibits a strong socio-tropism, that is, an affinity to be in a
close-knitted society. Hence, deeds and words alignment of the organisation in
support of an empowering culture demonstrates the true synergy of high-intensity
positivity of employees. The instrumental role played by dynamic leadership in the
execution of activity-enhancing, motivation-enhancing, opportunity-enhancing,
work–life balance-enhancing and voice-related HRM practices in the organisation
further substantiates the choice of an empowering leadership style in an organisation
as these practices eventually complemented employee well-being. Achieving
adaptability and carving nuances of agility becomes easier for organisations with
the achievement of true employee well-being.
Third, Martin Luther King Jr said, ‘Justice delayed is justice denied.’ Leaders
are the torchbearers of new formal arrangements, which can ease out the employees
during times of uncertainty. The cushioning prowess empowers them to share and
spread the joy of empowerment to the employees by involving them in defining
missions and goals and determining how to achieve them. The ticking time of today
is the right moment to show empowering leadership and to establish employee
well-being, hence setting the stage for a progressive and dynamic ‘new normal’.
Societal Implication
India’s significant contribution towards the total global economic output
constitutes the importance and novelty of the study. The research claims from
22 South Asian Journal of Human Resources Management
Studies 1 and 2 communicate the dearth of studies linking employee well-being
and empowering leadership. The latter’s impact on the former may create better
indicators of human resource management practices and well-being. Its impact on
sustainable practices may create better indicators of the organisations' recent
environmental, social and governance scores. The study’s extension is expected to
impact the social well-being for a progressive coexistence of opportunities,
performances, advancements and productivity.
The recent pandemic has added to the complexity of the employee well-being
concern, making researchers keen on gauging the impact; the manuscript's
conceptualisation and development period witnessed the pandemic's wrath and
the establishment of the new normal amongst the participants while conducting
Study 1. Study 2, too, experienced the impact of changes beyond pre-emption.
The study captures the understanding that can be extended during similar uncertain
situations.
Limitations and Future Research Scope
However, the study suffers some boundaries. The qualitative exploration conducted
in the study may suffer from the respondents’ bias while identifying codes into
major themes (Braun & Clarke, 2006). Industry and academic experts can be
contacted for the revalidation of the major themes identified in the study. A line
gap may exist between the well-being of human resource management practices
communicated by the branch managers and the actual practices implemented in
these organisations. Future researchers may cross-validate the practices
communicated by the managers with the employees working in the organisation to
minimise this gap. Lack of consensus among researchers as to what employee
well-being is regarding employee well-being from adopting a well-comprehensive
scale for measuring employee well-being. Researchers can conduct a comparative
analysis to relate the effect of transformation and empowering leadership on
employee well-being. Researchers in the future can also bring in the angle of
measuring employee well-being in terms of job commitment, job engagement and
satisfaction at work, along with the life-workplace and psychological well-being
of employees. There is also a need to conduct extensive studies on employee well-
being to develop standard practices for promoting employee well-being at work.
The study can be conducted in a different service organisation apart from a bank
to validate the results of the quantitative analysis.
Conclusion
Dilution of the employee’s well-being emanates from a weak employee–employer
relationship. However, the neglected well-being could be improved by empowering
the understudied leaders. A few HRM interventions are considered diminutive
due to the involvement of subjectivity in conceptualising the need for well-being.
Jada et al. 23
The biasedness in defining well-being is considered a research void and pertinent
to further study due to its proximity to workplace productivity and the
organisational ecosystem.
Insufficient focus on employee well-being from a South Asian context has
been set as the study’s boundary. The study is further narrowed down to focus on
India due to its contribution to global economic output. The dearth of literature in
this space was the reason behind an exploratory approach. The results of the
qualitative enquiry highlighted the current organisational practices that influence
employee well-being positively. The findings of the qualitative study confirmed a
concrete association between empowering leadership and activity-enhancing,
opportunity-enhancing, motivation-enhancing, work–life balance-enhancing and
voice-related human resource management practices.
Declaration of Conflicting Interests
The authors declared no potential conflicts of interest with respect to the research,
authorship and/or publication of this article.
Funding
The authors received no financial support for the research, authorship and/or publication of
this article.
ORCID iD
Lalatendu Kesari Jena https://orcid.org/0000-0002-8610-3865
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