Team building, employee empowerment and employee competencies

Purpose The purpose of this paper is to examine the impact of team building and employee empowerment on employee competencies and examine the moderating role of organizational learning culture in between these relationships. Design/methodology/approach An integrated research model is developed by combining resource-based view, signalling theory and experiential learning theory. The validity of the model is tested by applying moderated structural equation modelling (MSEM) approach to the data collected from 653 employees working in cement manufacturing companies. The reliability and validity of the dimensions are established through confirmatory factor analysis and the related hypotheses are tested by using MSEM. Findings The findings suggest that organizational learning culture significantly strengthens the relationships of team building and employee empowerment on employee competencies. Research limitations/implications The research is undertaken in Indian cement manufacturing companies which cannot be generalized across a broader range of sectors and international environment. Practical implications The findings of the study have potential to help decision makers of manufacturing companies to develop strategies which will enable them to improve employee competency, to formulate effective human resource development interventions and to enhance the capability of the employees to achieve desired goals and objectives of the organization. Originality/value The research is unique in its attempt to combine three frameworks to build a new theoretical model explaining the importance organizational learning culture along with team building and employee empowerment.