Moderation of National Culture Between Psychological Empowerment and Resilience in Job Performance

The present study analyzed the moderation of power distance in the relationship between psychological empowerment and resilience in job performance in the context of the pandemic. The research approach is descriptive and correlational with a non-experimental and transversal design. The sample (n=845) were employees of companies in the telecommunications sector in Costa Rica and Peru, three and five companies respectively. The analysis with PLS-SEM showed that the model explains 20% of the performance (R²= 0.20). Power distance does not moderate the relationship between empowerment and job performance (β= 0.061, p= 0.196), nor does it moderate the relationship between resilience and performance (β= 0.035, p= 0.376). Empowerment positively influences job performance (β= 0.268, p= 0.000); Likewise, resilience positively influences performance (β= 0.272, p= 0.000). The results of the study have theoretical implications because they confirm the positive influence of psychological empowerment on job performance and, above all, provide novel empirical evidence of the positive impact of resilience on performance. In this sense, based on the empirical results of the study, investment in management that promotes the psychological empowerment and resilience of employees is recommended.