Investigating the effect of high-participation work practices on organizational resilience and employee outcomes with the mediating role of employees' perceptions of power, reward, information, knowledge sharing, and the moderating role of transformational leadership among employees of the National Bank of Zanjan.

Abstract

The present study seeks to investigate the effect of high-participation work practices on organizational resilience and employee outcomes with the mediating role of employees' perceptions of power, reward, information, knowledge sharing, and the moderating role of transformational leadership among employees of the National Bank of Zanjan. This study is an applied study in terms of its purpose and descriptive-analytical method with a survey, cross-sectional, and causal approach. The statistical population of the study includes all 264 employees of the National Bank of Zanjan branches, of which 156 were selected from the sample population based on the Cochran formula and were selected from the target population through simple random sampling using a proportional method. Data were collected from the statistical population using standard questionnaires that were localized by the researcher. The results of the reliability and validity test of the questionnaire show that the reliability coefficient (Cronbach's alpha) is 0.87 and the validity rate has been fitted and confirmed based on confirmatory factor analysis.
In the descriptive analysis section, SPSS software was used to examine the data, and in the inferential or hypothesis testing section, LISREL software was used. The results of the structural equation modeling (SEM) test show that the independent variables of high-participation work styles have a positive and significant effect on the variables of employee perception of (power, information, rewards, and knowledge sharing) and transformational leadership, and the mediating variables of transformational leadership and employee perception of (power, information, rewards, and knowledge sharing) have a positive and significant effect on the dependent variables of organizational resilience, job performance, job satisfaction, positive mental health, and employee retention. Also, the variable of employee perception of (power, information, rewards, and knowledge sharing) through the transformational leadership variable has a positive effect on the dependent variables of organizational resilience, job performance, job satisfaction, positive mental health, and employee retention.