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Employee Experience and Organizational Resilience in Ghanaian Firms: The Mediating Role of Employee Engagement

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Autores principales:	Mohammed Bawah, Mohammed Abubakari Sadiq, Mohammed Alhassan Yussif
Formato:	Recurso digital
Lenguaje:	inglés
Publicado:	Zenodo 2025
Materias:	Employee experience employee engagement organizational resilience Ghana structural equation modelling emerging markets Mohammed Bawah, Mohammed Abubakari Sadiq, Mohammed Alhassan Yussif (2025) Employee Experience and Organizational Resilience in Ghanaian Firms: The Mediating Role of Employee Engagement, UKR Journal of Economics, Business and Management (UKRJEBM), 1(2), 32-50 ukrpublisher UKR Journal of Economics, Business and Management (UKRJEBM)
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_version_	1866902245367349248
author	Mohammed Bawah Mohammed Abubakari Sadiq Mohammed Alhassan Yussif
author_facet	Mohammed Bawah Mohammed Abubakari Sadiq Mohammed Alhassan Yussif
contents	<p><em><span><span lang="EN-GB">This study examines how employee experience (EX) enhances organizational resilience in Ghanaian </span></span><span><span lang="EN-GB">businesses</span></span><span><span lang="EN-GB"> with </span></span><span><span lang="EN-GB">focus on the mediating role of employee engagement. While </span></span><span><span lang="EN-GB">earlier</span></span><span><span lang="EN-GB"> research has </span></span><span><span lang="EN-GB">substantiated</span></span><span><span lang="EN-GB"> the importance of structural </span></span><span><span lang="EN-GB">determinants of </span></span><span><span lang="EN-GB">resilience, this </span></span><span><span lang="EN-GB">article</span></span><span><span lang="EN-GB"> addresses </span></span><span><span lang="EN-GB">an</span></span><span><span lang="EN-GB"> </span></span><span><span lang="EN-GB">essential</span></span><span><span lang="EN-GB"> </span></span><span><span lang="EN-GB">research </span></span><span><span lang="EN-GB">gap by </span></span><span><span lang="EN-GB">examining</span></span><span><span lang="EN-GB"> the human </span></span><span><span lang="EN-GB">resource</span></span><span><span lang="EN-GB"> </span></span><span><span lang="EN-GB">side</span></span><span><span lang="EN-GB"> of resilience in </span></span><span><span lang="EN-GB">a</span></span><span><span lang="EN-GB"> </span></span><span><span lang="EN-GB">developing</span></span><span><span lang="EN-GB"> African economy.</span></span><span lang="EN-GB"> </span><span><span lang="EN-GB">With</span></span><span><span lang="EN-GB"> a quantitative design, we </span></span><span><span lang="EN-GB">sampled</span></span><span><span lang="EN-GB"> 650 employees </span></span><span><span lang="EN-GB">from</span></span><span><span lang="EN-GB"> two </span></span><span><span lang="EN-GB">big</span></span><span><span lang="EN-GB"> Ghanaian organizations a </span></span><span><span lang="EN-GB">bank</span></span><span><span lang="EN-GB"> (GCB) and </span></span><span><span lang="EN-GB">an</span></span><span><span lang="EN-GB"> </span></span><span><span lang="EN-GB">industry</span></span><span><span lang="EN-GB"> </span></span><span><span lang="EN-GB">(VALCO). Structural equation modelling (SEM) was employed to </span></span><span><span lang="EN-GB">confirm</span></span><span><span lang="EN-GB"> the hypothesized relationships, including the mediating </span></span><span><span lang="EN-GB">role</span></span><span><span lang="EN-GB"> of engagement. The results </span></span><span><span lang="EN-GB">confirm</span></span><span><span lang="EN-GB"> that: (1) EX has a significant positive effect on organizational resilience (β = 0.42, p < .001); (2) EX </span></span><span><span lang="EN-GB">has</span></span><span><span lang="EN-GB"> </span></span><span><span lang="EN-GB">a</span></span><span><span lang="EN-GB"> </span></span><span><span lang="EN-GB">very strong prediction of </span></span><span><span lang="EN-GB">employee engagement (β = 0.57, p < .001); (3) engagement </span></span><span><span lang="EN-GB">contributes</span></span><span><span lang="EN-GB"> </span></span><span><span lang="EN-GB">to building </span></span><span><span lang="EN-GB">resilience (β = 0.38, p < .001); and (4) engagement partially mediates the EX-resilience relationship (indirect effect = 0.22, p = .002). The model </span></span><span><span lang="EN-GB">also</span></span><span><span lang="EN-GB"> </span></span><span><span lang="EN-GB">had</span></span><span><span lang="EN-GB"> </span></span><span><span lang="EN-GB">a very good </span></span><span><span lang="EN-GB">fit (CFI = 0.94, RMSEA = 0.06), </span></span><span><span lang="EN-GB">and</span></span><span><span lang="EN-GB"> </span></span><span><span lang="EN-GB">the</span></span><span><span lang="EN-GB"> </span></span><span><span lang="EN-GB">findings</span></span><span><span lang="EN-GB"> </span></span><span><span lang="EN-GB">were</span></span><span><span lang="EN-GB"> </span></span><span><span lang="EN-GB">similar in </span></span><span><span lang="EN-GB">both organizations.</span></span><span lang="EN-GB"> </span><span><span lang="EN-GB">The findings suggest that HR </span></span><span><span lang="EN-GB">practices</span></span><span><span lang="EN-GB"> </span></span><span><span lang="EN-GB">of</span></span><span><span lang="EN-GB"> Ghanaian firms </span></span><span><span lang="EN-GB">must</span></span><span><span lang="EN-GB"> </span></span><span><span lang="EN-GB">rethink</span></span><span><span lang="EN-GB"> EX investments as </span></span><span><span lang="EN-GB">interventions to enhance </span></span><span><span lang="EN-GB">resilience </span></span><span><span lang="EN-GB">instead</span></span><span><span lang="EN-GB"> </span></span><span><span lang="EN-GB">of</span></span><span><span lang="EN-GB"> </span></span><span><span lang="EN-GB">as</span></span><span><span lang="EN-GB"> </span></span><span><span lang="EN-GB">retention tools. Organizations are advised to </span></span><span><span lang="EN-GB">incorporate</span></span><span><span lang="EN-GB"> </span></span><span><span lang="EN-GB">measures of </span></span><span><span lang="EN-GB">engagement into risk </span></span><span><span lang="EN-GB">assessment</span></span><span><span lang="EN-GB"> and prioritize leadership behaviours </span></span><span><span lang="EN-GB">promoting</span></span><span><span lang="EN-GB"> both EX and engagement</span></span><span><span lang="EN-GB"> as most critical</span></span><span lang="EN-GB">. </span><span lang="EN-GB">While earlier research has substantiated the importance of structural determinants of resilience, this article addresses an essential research gap by examining the human resource side of resilience in a developing African economy.</span><span lang="EN-GB"> </span><span lang="EN-GB">The findings suggest that HR practices of Ghanaian firms must rethink EX investments as interventions to enhance resilience instead of as retention tools.</span></em></p>
format	Recurso digital
id	zenodo_https___doi_org_10_5281_zenodo_15838192
institution	Zenodo
language	eng
publishDate	2025
publisher	Zenodo
record_format	zenodo
spellingShingle	Employee Experience and Organizational Resilience in Ghanaian Firms: The Mediating Role of Employee Engagement Mohammed Bawah Mohammed Abubakari Sadiq Mohammed Alhassan Yussif Employee experience employee engagement organizational resilience Ghana structural equation modelling emerging markets Mohammed Bawah, Mohammed Abubakari Sadiq, Mohammed Alhassan Yussif (2025) Employee Experience and Organizational Resilience in Ghanaian Firms: The Mediating Role of Employee Engagement, UKR Journal of Economics, Business and Management (UKRJEBM), 1(2), 32-50 ukrpublisher UKR Journal of Economics, Business and Management (UKRJEBM) <p><em><span><span lang="EN-GB">This study examines how employee experience (EX) enhances organizational resilience in Ghanaian </span></span><span><span lang="EN-GB">businesses</span></span><span><span lang="EN-GB"> with </span></span><span><span lang="EN-GB">focus on the mediating role of employee engagement. While </span></span><span><span lang="EN-GB">earlier</span></span><span><span lang="EN-GB"> research has </span></span><span><span lang="EN-GB">substantiated</span></span><span><span lang="EN-GB"> the importance of structural </span></span><span><span lang="EN-GB">determinants of </span></span><span><span lang="EN-GB">resilience, this </span></span><span><span lang="EN-GB">article</span></span><span><span lang="EN-GB"> addresses </span></span><span><span lang="EN-GB">an</span></span><span><span lang="EN-GB"> </span></span><span><span lang="EN-GB">essential</span></span><span><span lang="EN-GB"> </span></span><span><span lang="EN-GB">research </span></span><span><span lang="EN-GB">gap by </span></span><span><span lang="EN-GB">examining</span></span><span><span lang="EN-GB"> the human </span></span><span><span lang="EN-GB">resource</span></span><span><span lang="EN-GB"> </span></span><span><span lang="EN-GB">side</span></span><span><span lang="EN-GB"> of resilience in </span></span><span><span lang="EN-GB">a</span></span><span><span lang="EN-GB"> </span></span><span><span lang="EN-GB">developing</span></span><span><span lang="EN-GB"> African economy.</span></span><span lang="EN-GB"> </span><span><span lang="EN-GB">With</span></span><span><span lang="EN-GB"> a quantitative design, we </span></span><span><span lang="EN-GB">sampled</span></span><span><span lang="EN-GB"> 650 employees </span></span><span><span lang="EN-GB">from</span></span><span><span lang="EN-GB"> two </span></span><span><span lang="EN-GB">big</span></span><span><span lang="EN-GB"> Ghanaian organizations a </span></span><span><span lang="EN-GB">bank</span></span><span><span lang="EN-GB"> (GCB) and </span></span><span><span lang="EN-GB">an</span></span><span><span lang="EN-GB"> </span></span><span><span lang="EN-GB">industry</span></span><span><span lang="EN-GB"> </span></span><span><span lang="EN-GB">(VALCO). Structural equation modelling (SEM) was employed to </span></span><span><span lang="EN-GB">confirm</span></span><span><span lang="EN-GB"> the hypothesized relationships, including the mediating </span></span><span><span lang="EN-GB">role</span></span><span><span lang="EN-GB"> of engagement. The results </span></span><span><span lang="EN-GB">confirm</span></span><span><span lang="EN-GB"> that: (1) EX has a significant positive effect on organizational resilience (β = 0.42, p < .001); (2) EX </span></span><span><span lang="EN-GB">has</span></span><span><span lang="EN-GB"> </span></span><span><span lang="EN-GB">a</span></span><span><span lang="EN-GB"> </span></span><span><span lang="EN-GB">very strong prediction of </span></span><span><span lang="EN-GB">employee engagement (β = 0.57, p < .001); (3) engagement </span></span><span><span lang="EN-GB">contributes</span></span><span><span lang="EN-GB"> </span></span><span><span lang="EN-GB">to building </span></span><span><span lang="EN-GB">resilience (β = 0.38, p < .001); and (4) engagement partially mediates the EX-resilience relationship (indirect effect = 0.22, p = .002). The model </span></span><span><span lang="EN-GB">also</span></span><span><span lang="EN-GB"> </span></span><span><span lang="EN-GB">had</span></span><span><span lang="EN-GB"> </span></span><span><span lang="EN-GB">a very good </span></span><span><span lang="EN-GB">fit (CFI = 0.94, RMSEA = 0.06), </span></span><span><span lang="EN-GB">and</span></span><span><span lang="EN-GB"> </span></span><span><span lang="EN-GB">the</span></span><span><span lang="EN-GB"> </span></span><span><span lang="EN-GB">findings</span></span><span><span lang="EN-GB"> </span></span><span><span lang="EN-GB">were</span></span><span><span lang="EN-GB"> </span></span><span><span lang="EN-GB">similar in </span></span><span><span lang="EN-GB">both organizations.</span></span><span lang="EN-GB"> </span><span><span lang="EN-GB">The findings suggest that HR </span></span><span><span lang="EN-GB">practices</span></span><span><span lang="EN-GB"> </span></span><span><span lang="EN-GB">of</span></span><span><span lang="EN-GB"> Ghanaian firms </span></span><span><span lang="EN-GB">must</span></span><span><span lang="EN-GB"> </span></span><span><span lang="EN-GB">rethink</span></span><span><span lang="EN-GB"> EX investments as </span></span><span><span lang="EN-GB">interventions to enhance </span></span><span><span lang="EN-GB">resilience </span></span><span><span lang="EN-GB">instead</span></span><span><span lang="EN-GB"> </span></span><span><span lang="EN-GB">of</span></span><span><span lang="EN-GB"> </span></span><span><span lang="EN-GB">as</span></span><span><span lang="EN-GB"> </span></span><span><span lang="EN-GB">retention tools. Organizations are advised to </span></span><span><span lang="EN-GB">incorporate</span></span><span><span lang="EN-GB"> </span></span><span><span lang="EN-GB">measures of </span></span><span><span lang="EN-GB">engagement into risk </span></span><span><span lang="EN-GB">assessment</span></span><span><span lang="EN-GB"> and prioritize leadership behaviours </span></span><span><span lang="EN-GB">promoting</span></span><span><span lang="EN-GB"> both EX and engagement</span></span><span><span lang="EN-GB"> as most critical</span></span><span lang="EN-GB">. </span><span lang="EN-GB">While earlier research has substantiated the importance of structural determinants of resilience, this article addresses an essential research gap by examining the human resource side of resilience in a developing African economy.</span><span lang="EN-GB"> </span><span lang="EN-GB">The findings suggest that HR practices of Ghanaian firms must rethink EX investments as interventions to enhance resilience instead of as retention tools.</span></em></p>
title	Employee Experience and Organizational Resilience in Ghanaian Firms: The Mediating Role of Employee Engagement
topic	Employee experience employee engagement organizational resilience Ghana structural equation modelling emerging markets Mohammed Bawah, Mohammed Abubakari Sadiq, Mohammed Alhassan Yussif (2025) Employee Experience and Organizational Resilience in Ghanaian Firms: The Mediating Role of Employee Engagement, UKR Journal of Economics, Business and Management (UKRJEBM), 1(2), 32-50 ukrpublisher UKR Journal of Economics, Business and Management (UKRJEBM)
url	https://doi.org/10.5281/zenodo.15838192