Effect of Creative Self-efficacy on Employee Engagement in non-profit Organizations: A Moderated Mediation Model

Abstract: In this study, we examined the direct and indirect relationships of employee engagement with creative self-efficacy and psychological meaningfulness, drawing upon the Job Demands-Resources (JD-R) model, the theory of engagement, and the broaden-and-build theory. We also investigated the moderating role of mindfulness and supportive management. Cross-sectional data were collected from 228 individuals employed in nonprofit organizations worldwide involved in Sport-for-development (SFD) educational programs. Our study results found that employee engagement is positively associated with creative self-efficacy and psychological meaningfulness. Furthermore, we identified an indirect effect of creative self-efficacy on employee engagement through psychological meaningfulness. Notably, our results suggest that mindfulness and supportive management negatively moderate these mediation effects. We discussed our findings and offered implications for human resource development (HRD) research and practice.