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dc.rights.licenseAttribution 4.0 International*
dc.contributor.authorGago, Mónica
dc.contributor.otherTortia, Ermanno C
dc.contributor.otherDegavre, Florence
dc.contributor.otherPoledrini, Simone
dc.date.accessioned2022-02-14T15:15:13Z
dc.date.available2022-02-14T15:15:13Z
dc.date.issued2022
dc.identifier.issn2071-1050en
dc.identifier.otherhttps://katalogoa.mondragon.edu/janium-bin/janium_login_opac.pl?find&ficha_no=167250en
dc.identifier.urihttps://hdl.handle.net/20.500.11984/5462
dc.description.abstractOver the past two decades, organizational sustainability has been studied from several different perspectives, such as marketing, governance, strategy, and human resource management (HRM). However, sustainability framed in HRM has not yet received enough attention in the literature, especially as it concerns the study of different organizational forms. Building on Enhert and Harry’s (2012) sustainable HRM approach, this article studies worker empowerment and how it affects organizational performance in terms of service quality and service innovation. Specifically, it addresses how relational motivations interact with HR-empowering practices (involvement in decisions and task autonomy) as organizational resources in influencing performance, how workload pressure resulting from HR empowerment can improve performance, and the influence of gender on performance, especially with concerns for human capital (tertiary education) and motivations. To this end, a representative sample of workers employed by Italian social enterprises (ES) in the social service sector is used. We propose multilevel SEMs that are based on two sets of equations specifying worker- and organization-level effects on organizational performance. Our main results show that the combination of worker engagement and an appropriate relational context in the organizational environment is most conducive to delivering better and innovative services. In addition, a higher percentage of well-trained and relationally motivated women employees helps achieve this goal.en
dc.language.isoengen
dc.publisherMDPIen
dc.rights© 2022 by the authors. Licensee MDPIen
dc.rights.urihttp://creativecommons.org/licenses/by/4.0/*
dc.subjectSocial economyen
dc.subjectsustainabilityen
dc.subjectWorker involvemementen
dc.subjectQuality of Serviceen
dc.subjectGenderen
dc.subjectWorkloaden
dc.titleWorker Involvement and Performance in Italian Social Enterprises: The Role of Motivations, Gender and Workloaden
dcterms.accessRightshttp://purl.org/coar/access_right/c_abf2en
dcterms.sourceSustainabilityen
local.contributor.groupGestión estratégica de personases
local.description.peerreviewedtrueen
local.identifier.doihttps://doi.org/10.3390/su14021022en
local.contributor.otherinstitutionhttps://ror.org/05trd4x28es
local.contributor.otherinstitutionhttps://ror.org/05f950310es
local.contributor.otherinstitutionhttps://ror.org/0107c5v14es
local.source.detailsVol. 14. N. 2. N. artículo 1022, 2022en
oaire.format.mimetypeapplication/pdf
oaire.file$DSPACE\assetstore
oaire.resourceTypehttp://purl.org/coar/resource_type/c_6501en
oaire.versionhttp://purl.org/coar/version/c_970fb48d4fbd8a85en


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Except where otherwise noted, this item's license is described as Attribution 4.0 International