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Article
Publication date: 9 August 2019

Bruce Rayton, Zeynep Y. Yalabik and Andriana Rapti

The purpose of this paper is to explore the relationship between fit (organization and job) perceptions and work engagement (WE).

Abstract

Purpose

The purpose of this paper is to explore the relationship between fit (organization and job) perceptions and work engagement (WE).

Design/methodology/approach

The authors deployed a two-wave survey among 377 clerical employees of the specialist lending division of a large UK bank, with the waves separated by 12 months.

Findings

The results show a positive relationship between person organization (PO) and person job (PJ) fit perceptions (at Time 1) and WE (at Time 2). Job satisfaction (JS) and affective commitment (AC) dual-mediate these relationships. The effect of PO fit on WE manifests primarily via AC, while the effect of PJ fit manifests primarily via JS.

Practical implications

The study indicates that organizations should consider the fit of employees to their jobs and the organization when designing interventions intended to increase WE. Also, potential synergies exist between organizational interventions designed to influence employee attitudes focused on similar units of analysis: e.g., PJ fit with JS or PO fit with AC.

Originality/value

This study provides the first investigation of the dual-mediation, via JS and AC, of the effects of both PJ and PO fit on WE. Furthermore, the use of a time-lagged design strengthens the evidence for the novel hypotheses of this study and enables verification of findings in the extant literature.

Details

Journal of Managerial Psychology, vol. 34 no. 6
Type: Research Article
ISSN: 0268-3946

Keywords

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Article
Publication date: 4 December 2017

Zeynep Yesim Yalabik, Bruce A. Rayton and Andriana Rapti

The purpose of this paper is to analyze the relationship between the facets of job satisfaction and the work engagement. Previous studies that focus on the linkages…

Abstract

Purpose

The purpose of this paper is to analyze the relationship between the facets of job satisfaction and the work engagement. Previous studies that focus on the linkages between work engagement and overall job satisfaction ignore the multi-faceted nature of job satisfaction construct. In this study, how job satisfaction facets are linked to three dimensions of work engagement – i.e. vigor, dedication and absorption – is discussed by drawing on the social exchange theory.

Design/methodology/approach

The cross-lagged data used in this study come from the specialist lending division of a UK bank. The linear multiple regression analyses are run to test the proposed theoretical model.

Findings

The results show that among all the job satisfaction facets, the “satisfaction with work itself” is the key driver of all dimensions of work engagement, i.e. vigor, dedication and absorption. The “satisfaction with conditions” is negatively linked to absorption of employees in their work. This means that the employees with high workload might not be absorbed in their work. Finally, it is found that employees who are satisfied with the communication in their work are also absorbed in their work.

Originality/value

This study contributes to our knowledge of the drivers of work engagement over time. The facets of job satisfaction as the drivers help us to have a comprehensive understanding of the link between the job satisfaction facets and work engagement. This study first contributes to the work engagement literature which has neglected the multi-dimensional approach of job satisfaction. This study also contributes to the limited number of work engagement studies conducted in service sector and in UK.

Details

Evidence-based HRM: a Global Forum for Empirical Scholarship, vol. 5 no. 3
Type: Research Article
ISSN: 2049-3983

Keywords

Content available
Article
Publication date: 14 December 2018

Niki Panteli, Zeynep Y. Yalabik and Andriana Rapti

The purpose of this paper is to explore the factors that enable work engagement to develop when asynchronous communication is used in virtual team (VT) projects.

Abstract

Purpose

The purpose of this paper is to explore the factors that enable work engagement to develop when asynchronous communication is used in virtual team (VT) projects.

Design/methodology/approach

Using a qualitative approach, a longitudinal study of an eight-month long VT project was carried out. Data collected included an extensive e-mail archive, project documentation, observation of team meetings and interviews with project members and leaders.

Findings

The findings show that VT leaders can actively promote work engagement through the effective use of resources along with appropriate practices that foster its development. They can also sustain and nourish work engagement throughout the different phases of the VT lifecycle project.

Research limitations/implications

The study has examined work engagement in asynchronous mediated settings. Future work should involve studying the effect of synchronous communications on work engagement within VTs.

Practical implications

Organizations that are interested in promoting effective virtual work practices need to train VT managers on how to keep VT members engaged throughout the various phases of the VT project.

Social implications

It is posited that developing work engagement is not a one-off practice, but instead, requires ongoing effort that should be evident and supported across the different phases of the VT lifecycle.

Originality/value

This paper forwards an important debate on work engagement in alternative, non-permanent, work settings.

Details

Information Technology & People, vol. 32 no. 1
Type: Research Article
ISSN: 0959-3845

Keywords

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