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The purpose of this paper is to propose a theoretical model that links the major antecedents, outcomes, and moderators of employee engagement.

This paper uses the first part of Dubin's two-part, eight-step theory-building methodology, and builds on existing research and empirical studies on engagement. In particular, the following five steps of the Dubin's methodology are addressed in this study: units (or concepts) of the theory, laws of interaction among the units, boundaries of the theory, system states of the theory, and propositions of the theory.

The proposed theoretical model of employee engagement identifies job design and characteristics, supervisor and co-worker relationships, workplace environment, and HRD practices as the major antecedents to employee engagement. The paper also proposes that job demands and individual characteristics act as moderators to the relationships between job design and characteristics, supervisor and co-worker relationships, workplace environment, and employee engagement. Finally, it is proposed that employee engagement is related to three major organizational outcomes: job performance, turnover intention (inverse relationship), and organizational citizenship behavior.

This paper addresses the paucity of structured literature on the antecedents and outcomes of employee engagement and presents a comprehensive, holistic model that offers a logical ground on which empirical indicators and hypotheses could be further identified and tested to verify the theory.

This paper aims to study the interlink between work-life integration, job contentment and employee engagement. The notion of how far work-life balance (WLB) policies have a throwback on employee engagement has been presented with shreds of evidence of previous studies carried out in the timeline of 2005–2021 in India. The purpose is to bring forward comprehensive studies together, which are available on piecemeal form in the fragmentary form, to draw a firm conclusion about work-life integration policies and their parallelism with job engagement and organizational effectiveness. Furthermore, this study intends to develop a theoretical framework using Dubin’s methodology on organizational effectiveness in relation to work-life integration, job contentment and employee engagement.

This study is based on systematic literature review of papers reviewed from across databases of Scopus, Emerald, EBSCO and Google Scholar. The keywords used for the search were WLB, work-life integration, job satisfaction, job contentment and organizational effectiveness and also a combination of these words was used to pull down the relevant papers. A systematic literature review was undertaken on the topics of work-life integration, employee engagement and organizational effectiveness. These articles were then read and scanned with the overview on abstract and further these articles were selected on the basis of relevance to the current study. Those articles which showed interconnectedness between the identified variables of organizational effectiveness in relation to work-life integration, job contentment and employee engagement as antecedents were reviewed and a theoretical framework model is put forth using first part of Dubin’s methodology (1978) for theory building. The posited Model named A4 on organizational effectiveness using deductive approach is built on constructs, interaction, logic and propositions (Whetten, 1989).The theory will be functional in nature. With the given wealth of evidence, the injecting effect of work-life integration on employee engagement and pouring impact on organizational effectiveness becomes more transparent and clear. The authors have proposed a model for better organizational effectiveness through work-life integration policies.

One of the essential ingredients for better employee engagement is work-life integration policies, and organizational effectiveness becomes the by-product of the same. Innovative and friendly WLB policies assist employees to be more productive, dedicated and committed, resulting in better employee engagement which in the long run benefits the company in terms of effectiveness. WLB policies help to flatter down the burgeoning impact of complex work life on employee productivity and engagement. This paper concludes on the healing effects of WLB policies on employee engagement and organizational effectiveness and also proposes a model at the end. The posited model presents the antecedents for achieving organizational effectiveness.

Because the study is conceptual in nature with the proposed model, more empirical-based studies by experts with relevant stakeholders will add more rationalization to the current study.

Organizational effectiveness is the key to survival in today’s complex and competitive world. The authors investigated how organizational effectiveness can be achieved with WLB policies, which can have a linear impact on employee engagement, and ultimately organizations can bear the flowerings of positive output. This linkage and coupling between WLB policies, job contentment, employee engagement and organizational effectiveness deserve attention which the authors have attempted to explore. The outcome and results of the study will contribute to the existing literature in a more meaningful manner and will assist human resource development and policymakers to achieve organizational goals with driving employees. Managers will gain insight into the identified theoretical framework model for its implementation in organization. Future researchers with empirical studies can test the proposed theory to determine its success at organizational level.

The purpose of this paper is to investigate the predictive influence of national cultural models on national infrastructure development. The national culture models of Hofstede, GLOBE, Ronen and Shenkar, and the World and European Values Survey (WEVS), were measured and compared to ascertain the best prediction fit for national infrastructure development.

A literature review examined four established cultural models, most of which (with the exception of the WEVS) assert stable, holistic models of national culture for business applications. The argument for cultural divergence in key moderators and mediators such as infrastructure development was also discussed. Then each model's predictability was measured with set correlation methodology, using GDP and population as co‐variates. Also, the marginal influence of the other three cultural typologies were controlled for in each respective analysis.

Each model was found to have a positive significant prediction relationship with national culture infrastructure growth. The most promising model is the WEVS which explains a substantial proportion of the variance in national infrastructure. Additionally, WEVS has a higher predictive link to each infrastructure area than the other models. These results are preliminary and cross‐sectional, yet they suggest that dynamic cultural models may be the best predictors of infrastructure development.

The study shows that increased efforts by the private sector and government can rely on dynamic models to boost national GDPs, and give better strategic guidance to foreign financial investment and human resources management.

The paper supports the hypotheses that national culture models can “grow” GDP to a healthy level through prediction, assessment, and then taking necessary interventions.

Employee engagement (EE) is an expression of a person's own preferred task behaviours that promote their relationship with work and personal physical, cognition and emotion and make them more active in terms of vigour, dedication and level of absorption with their work. To deal with EE in different environments and organisations, it is necessary to both understand and continually assess their employees. This paper presents an instrument which was developed to measure EE for small and medium-sized enterprises (SMEs) in Thailand.

The study was conducted in three stages to develop an EE measurement scale. To begin with, 18 questions were developed for a questionnaire based on the concepts of EE and validated using exploratory factor analysis (EFA) which is split into the dimensions of vigour, dedication and absorption. A survey was then conducted with 270 employees in SMEs. Finally, confirmatory factor analysis (CFA), convergence and validity were tested along the three engagement dimensions.

This research extended and broadened the EE concept to provide theoretical support for engaging with intelligence research. Three dimensions were developed to measure EE, including aspects of vigour, dedication and absorption with their work.

The questionnaire used was produced primary data collection which was self-assessed, and data was collected only from the sample of employees working for SMEs in high-growth sectors of the Thai economy. The EE findings exhibited a good fit, but the results require further future refinement and validation using a larger sample size and sampling area.

The EE questionnaire has practical uses for monitoring management behaviour and can assist practitioners to assess the level of EE. This knowledge will help to encourage and support practitioners to improve EE. This research also provides other measurements for assessing EE in organisations.

The EE questionnaire validity will facilitate future studies on the boundaries of EE measurements in the context of SMEs. The empirical research results verified that EE assessment offered new perspectives to explore vital individual EE which is necessary for SMEs. This instrument can also support and help researchers to effectively understand EE and explore its potential in future studies.

The purpose of this paper is to improve the understanding of the applicability of employee engagement theories in a South Asian country, Sri Lanka, and determine whether engagement theories are universally applicable beyond the Western countries in which they have been developed and tested.

A heterogeneous sample of 451 private-sector employees in Sri Lanka was used. A mixed-method design was adopted; quantitative findings were compared with previous studies conducted in Western countries, and qualitative findings enabled a more nuanced understanding of employee engagement in the Sri Lankan context.

Despite cultural differences between Sri Lanka and Western countries, the antecedents of engagement did not manifest differently in a consistent way. Combined results suggest that the different manifestations of engagement in Sri Lanka cannot be attributed solely to cultural variance.

The authors used cross-sectional data and tested only four antecedents of engagement.

This study highlights the importance of multinational organisations' awareness of how employee engagement manifests across different contexts and going beyond cultural adaptation when developing context-specific engagement strategies.

This is among the first studies on an Asian country to examine whether cultural differences impact the antecedents of engagement to empirically test Kahn's (1990) theory of engagement and the motivational process of the job demands-resources theory in a single study and to use a heterogeneous sample and mixed-methods design. The authors challenge the centrality of national culture as a determinant of employee engagement and highlight the importance of considering other contextual factors when examining employee engagement in different countries.

Despite the concentrated study on turnover intention (TI), slightly is known on the subject in what manner work engagement intervenes the link connecting workplace bullying (WPB) and TI is varied across sectors, and how WPB and TI implications are viewed among academicians of public universities in Nigeria. The aim of this article is to explore in what way the association between WPB and TI is mediated by work engagement (WE) in public universities in Nigeria.

The paper applied judgmental sampling to gather 400 data from academic staff that must have worked for a minimum of six months in the current university. The present study used SmartPLS software 3.2.9 for the estimation of the hypothesis.

The result confirmed that work engagement intervenes the outcome of WPB and HRM on TI.

The current study presents validation for the mediating impact of work engagement on the relationships connecting WPB and HRM on TI in Nigeria universities. Outcomes from findings encompassing all employees in the universities and other service sectors would offer further significant and practical implications for administrators.

The research furthers our knowledge of the intervening effect of work engagement in the link among WPB and TI across academicians in public universities in Nigeria. To reduce turnover intention among academic staff, administrators must have a good insight into how WE mediates the correlation linking WPB and TI.

The purpose of this paper is to shed more light on the impact of the various facets of new ways of working (NWW) on employee work engagement, taking into account multiple sectors and occupational fields.

Insights from the literature and the job demands-resources model underpin the hypotheses on how NWW would affect work engagement. The hypotheses were tested using the Preacher and Hayes’ (2008) bootstrap method for multiple mediation and controls, taking into account two potential mediators between (facets of) NWW and work engagement: social interaction in the workplace and transformational leadership.

The analyses show that three facets of NWW – management of output, access to organizational knowledge, and a freely accessible open workplace – positively affect employees’ work engagement. The latter two facets appear to be fully mediated by social interaction and transformational leadership.

The results imply that firms should foster transformational leadership styles among their line managers, and social interaction in the workplaces, to maximize the positive impact of NWW on work engagement.

This empirical paper draws on a unique data set on the Dutch working population to provide novel insights with a substantial degree of generalizability into the relation between NWW and work engagement, whilst applying a more comprehensive definition of NWW than previously applied, while incorporating two potential mediators.

Adopting a multi-level research approach, this study aims to investigate the impact of employee engagement on team performance. It further explores the mediating effects of employee commitment and organizational citizenship behaviour on the employee engagement–team performance relationship.

The study follows a quantitative method. Data were collected through a self-administered questionnaire survey using snowball and convenience sampling. Descriptive statistics and bi-variate correlation analyses were conducted using SmartPLS 2 and SPSS 20 software, and subsequently, a structural equation model was developed.

The study suggests that better employee engagement could improve team performance in organizational contexts. Organizational commitment and citizenship behaviour played a mediating role in the employee engagement–team performance relationship. Further research on the meditating effects of demographic factors is suggested to advance knowledge in the employee engagement domain.

Based on premises of the social exchange theory and the employee stewardship theory, the study integrates multi-level variables to impact of individual employee engagement on organizational team performance. The findings of the study contribute to the existing literature by providing empirical evidence of the impact of individual-level variables on team-level performance. It reiterates the need for multi-level modelling of organizational behavioural research.

The study used a multi-theoretical approach to investigate team performance in organizational contexts, i.e. individual employee engagement, organizational commitment and organizational citizenship behaviour. This integrated model using predictors from multiple levels demonstrates that team performance could be enhanced from interactions of different factors of individual behaviour.

This study aims to investigate the effects of transformational and transactional leaders’ behaviors on employees’ affective commitment and organizational citizenship behavior in the context of nonprofit organizations (NPOs). Additionally, this study attempts to examine the role of work engagement, as an intervening mechanism as work engagement in NPOs has been empirically neglected (Park et al., 2018).

Data were conducted from 400 employees working in Italian NPOs in the North of Italy. For verifying the hypotheses of this study, structural equation modeling techniques were implemented.

It was found that both transformational and transactional leaderships influenced positively affective commitment and organizational citizenship behavior, and work engagement was revealed to have significant positive mediating effects on the relationship between the variables examined in this study.

The results of this study may be beneficial to leaders and supervisors of NPOs, specifically regarding the influence of the leaders’ behaviors on the employees’ outcomes.

Due to the limited number of studies conducted on leadership in nonprofit organizations, this study theoretically and empirically contributes to the leadership literature as it is the first study to investigate the two styles of leadership on work-related outcomes via work engagement in the nonprofit sector.

The purpose of this paper is to investigate the effect of talent management (TM) practices on employee performance (EP) and to explore the mediating role of employee engagement (EE) on the relationship between TM practices and EP in Malaysian private universities (MPUs).

The paper used both descriptive and quantitative approaches, and the unit of analysis of this research consists of MPUs academic staff. The research sample consists of 314 MPUs academic staff, and a questionnaire was used to collect data from the target respondents, while partial least squares-structural equation modelling was used to evaluate the study hypotheses through bootstrapping approach.

The research outcome revealed that TM practices that comprise of talent recruitment practice (TRP), training and development practice (T&DP), compensation practice (CP) have a significant effect on EP. Furthermore, EE partially mediates the relationship between T&DP, CP and EP, while EE does not mediate the relationship between TRP and EP in MPUs.

The research suggests that universities management should focus on TM practices as a tool to achieve and maintain EE and positive attitudes (EP) in relation to work.

The research makes substantial contributions to the literature by investigating the effect of TM practices on EP through the role of EE as mediation in MPUs. The research is one of the very few studies undertaken in MPUs. Therefore, the results of this research serve as a guide for the universities management to develop their institutional strategies and policies in a manner in which their employees’ success can be achieved and encouraged.International Journal of Business and Society.