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How Psychological Empowerment Enhances Innovative Work Behaviour Among Non-Permanent Employees in Higher Education Institutions: The Moderating Role of Psychological Safety
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DOI：10.1177/21582440251412048.png)
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Abstract
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This study focuses on non-permanent employees in higher education institutions and develops a theoretical model incorporating psychological empowerment, perceived organizational status, organizational identification, work engagement, and innovative behavior. It investigates the mechanism through which psychological empowerment influences the work behavior of non-permanent employees, with psychological safety introduced as a moderating variable. The findings reveal that: (a) psychological empowerment significantly enhances non-permanent employees' perceived organizational status and organizational identification, thereby promoting their work engagement and innovative behavior; (b) the mediating role of psychological contract in the relationship between psychological empowerment and perceived organizational status and organizational identification is not significant; and (c) psychological safety plays a complex moderating role in the effects of perceived organizational status and organizational identification on work engagement and innovative behavior. This study provides theoretical support and practical guidance for effectively motivating non-permanent employees, enriching organizational behavior research on this group, and refining the formation mechanisms of work behavior. Based on these findings, this study suggests that higher education institutions adopt dual management strategies that integrate psychological empowerment and psychological safety to effectively motivate non-permanent employees.
Keywords:
non-permanent employees
psychological empowerment
perceived organizational status
organizational identification
psychological safety
work engagement
innovative behavior
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