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Article
Publication date: 4 May 2012

Sukanlaya Sawang

The purpose of this paper is to examine the possibility of an inverted U‐shaped relationship between job demands and work engagement, and whether social support moderates…

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Abstract

Purpose

The purpose of this paper is to examine the possibility of an inverted U‐shaped relationship between job demands and work engagement, and whether social support moderates this relationship.

Design/methodology/approach

This study uses 307 technical and information technology (IT) managers who responded to an online survey. Multiple regressions are employed to examine linear and curvilinear relationship among variables.

Findings

Overall, results support the applicability of the quadratic effect of job demands on employee engagement. However, only supervisor support, not colleague support, moderated the relationship between job demands and work engagement.

Originality/value

The paper is the first to shed light on the quadratic effect of job demands on work engagement. The findings have noteworthy implications for managers to design optimal job demands that increase employee engagement.

Details

International Journal of Manpower, vol. 33 no. 2
Type: Research Article
ISSN: 0143-7720

Keywords

Article
Publication date: 7 July 2022

Anuj Gupta, Arjun Chakravorty, Neha Garg and Pankaj Singh

Though the concept of work engagement has been extensively explored in the academic literature, however, with engagement levels declining globally – causing hike in…

Abstract

Purpose

Though the concept of work engagement has been extensively explored in the academic literature, however, with engagement levels declining globally – causing hike in undesired employee attitudes and behaviours – there is a need to revisit its antecedents and consequences that bear higher current relevance. Within the context of the Indian information technology (IT) sector, this study aims to explore the role of job security and value congruence as two critical antecedents which not only lead to increased engagement levels but also consequently yield the enhanced perception of change, amplified general life satisfaction and reduced intent to leave among employees.

Design/methodology/approach

Data were collected from 363 software developers (SDs) in India using the survey questionnaire method and structured equation modelling was used to test the proposed measurement and structural model. The results supported the proposed hypotheses and confirmed the role of work engagement as a mediator between the studied antecedents and consequences.

Findings

Results from a study of 363 SDs across India support the proposed hypotheses and confirm the role of work engagement as a mediator between the studied antecedents and consequences.

Research limitations/implications

This study was cross-sectional; therefore, caution is necessary while making any causal inferences. Further work based on longitudinal data would strengthen these findings.

Practical implications

The findings of the study will provide the decision-makers of IT companies with tools to increase engagement among SDs thereby increasing favorable outcomes for organizations and individual employees in the current times.

Originality/value

The study establishes job security and value congruence, as two critical yet cost-effective measures that today’s organization need to integrate into its human resources functions not just to boost employee engagement levels but also to control spiraling costs due to unintended turnover, employee’s resistance of organizational changes and employee ill-being. Future research avenues and practical implications have been discussed.

Details

Global Knowledge, Memory and Communication, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2514-9342

Keywords

Article
Publication date: 29 July 2022

Chijioke Nwachukwu, Hieu Minh Vu, Helena Chládková and Richard Selase Agboga

This paper aims to examine the mediating role of job satisfaction in the relationship between psychological empowerment and employee engagement. There is also an…

Abstract

Purpose

This paper aims to examine the mediating role of job satisfaction in the relationship between psychological empowerment and employee engagement. There is also an investigation of the moderating effect of religiosity on psychological empowerment and job satisfaction as well as job satisfaction and employee engagement.

Design/methodology/approach

Data were obtained from 265 employees working in the service industry in Nigeria. The hypotheses were tested and analysed using structural equation modelling and bootstrapping procedure.

Findings

The results show that the direct relationship between psychological empowerment and employee engagement was partially mediated by job satisfaction. Intrinsic religiosity (IR) was found to have a moderating effect on job satisfaction and employee engagement. IR and extrinsic religiosity (ER) does not moderate the impact of psychological empowerment on job satisfaction and employee engagement. ER was found to have a negative insignificant moderating effect on job satisfaction and employee engagement.

Research limitations/implications

A cross-sectional study reveals the relationship between variables at one point in a time. As such this study may not precisely predict the dominant pattern of the association over time. Future research can use longitudinal study to establish a dominant pattern of relationships.

Practical implications

This study informs human resource practitioners and scholars by demonstrating that religiosity and job satisfaction are important factors that should be considered in managing and keeping employees engaged.

Originality/value

To the best of the authors’ knowledge, this study is among the first atte`mpts to enrich the literature in the fields of psychological empowerment and employee engagement by highlighting organisational mechanisms that amplify the relationship.

Details

Industrial and Commercial Training, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0019-7858

Keywords

Article
Publication date: 12 July 2022

Konrad Kulikowski

Work engagement is among the most influential constructs in human resource management, but work engagement's current understanding overlooks what employees consider as…

Abstract

Purpose

Work engagement is among the most influential constructs in human resource management, but work engagement's current understanding overlooks what employees consider as engagement. The author aims to advance the human resources theory and practice by discussing the need for understanding engagement from the employee point of view, and the author explores the properties of a self-anchoring work engagement scale – the measure capturing the personal perspective on work engagement.

Design/methodology/approach

The author has presented a conceptual discussion providing a rationale for capturing employee personal perspective on work engagement as supplementary to multi-item measures capturing researcher perspective. Based on empirical evidence, the author tests convergent and discriminant validity of self-anchoring work engagement in relation to job resources, job demands and burnout; the author confronts the nomological network of self-anchoring scale with previous work engagement meta-analysis.

Findings

The obtained results provided preliminary evidence supporting convergent and discriminant validity of self-anchoring work engagement. The analysis of the nomological network of self-anchoring work engagement in comparison to the previous meta-analysis revealed that self-anchoring work engagement might be more strongly related to challenging job demands than the multi-item researcher perspective work engagement.

Research limitations/implications

Practical implications

Social implications

Originality/value

The author's findings provide a modicum of evidence that asking employees about self-assessment of employees' work engagement on a 0–10 scale provides researchers with access to a freely available measurement method of the personal perception on work engagement.

Contribution to impact

Details

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

Keywords

Article
Publication date: 19 May 2022

Anusuya Yadav, Deepika Pandita and Seema Singh

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…

Abstract

Purpose

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.

Design/methodology/approach

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.

Findings

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.

Research limitations/implications

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.

Originality/value

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.

Details

Industrial and Commercial Training, vol. 54 no. 3
Type: Research Article
ISSN: 0019-7858

Keywords

Article
Publication date: 11 February 2022

Arnold B. Bakker

Research on work engagement is flourishing and shows important links between work engagement and career success. However, a systematic account of the social-psychological…

Abstract

Purpose

Research on work engagement is flourishing and shows important links between work engagement and career success. However, a systematic account of the social-psychological origins of engagement is largely lacking. In the paper, the author develops a theoretical model and discusses how employees actively influence and are influenced by employees' leader's, colleagues' and partner's work engagement.

Design/methodology/approach

The author integrates literatures on emotional contagion, team work engagement, leadership, proactive work behavior and work-to-family spillover. This results in a model of the social-psychological processes involved in work engagement.

Findings

Work engagement is the result of various social-psychological processes. First, work engagement is contagious – colleagues, leaders and the intimate partner can be important causes of engagement. Second, work engagement emerges at the team-level when team members collectively experience high levels of vigor, dedication and absorption. Team members of engaged teams synchronize their activities well and perform better. Third, leaders may influence employee work engagement through fast (unconscious) and slow (conscious) influence processes. Fourth, employees may use social forms of proactive behavior to stay engaged in their work, including job crafting and playful work design. Finally, work engagement may spill over and enrich the family domain. The social-psychological model of work engagement shows how leaders, followers and family members provide, craft and receive (i.e. exchange) resources and facilitate each other's work and family engagement.

Practical implications

Organizations may increase work engagement by using social-psychological interventions, including training sessions that foster fast and slow leadership, team-boosting behaviors and (team-level) job crafting and playful work design.

Originality/value

Whereas most previous studies have focused on job demands and resources as possible causes of work engagement, the present article outlines the state of the field regarding the social-psychological processes involved in engagement.

Details

Career Development International, vol. 27 no. 1
Type: Research Article
ISSN: 1362-0436

Keywords

Article
Publication date: 8 February 2022

Yongrui Guo and Xinyi Hou

This study aims to examine the effects of job crafting on the work engagement of tour leaders mediated by person-job fit and the meaningfulness of work.

Abstract

Purpose

This study aims to examine the effects of job crafting on the work engagement of tour leaders mediated by person-job fit and the meaningfulness of work.

Design/methodology/approach

Derived from a sample of 331 tour leaders in China, the data for this research were analyzed using partial least squares structural equation modeling.

Findings

The findings revealed that job crafting increased tour leaders’ person-job fit and meaningfulness of work, which stimulated their work engagement. Tour leaders’ person-job fit also increased their work engagement and perceptions of the meaningfulness of work. Enhancing the work meaningfulness of tour leaders can significantly increase their work engagement. Person-job fit and meaningfulness of work had a significant mediating effect between job crafting and tour leaders’ work engagement.

Practical implications

Managers need to provide external conditions for tour leaders’ job crafting by expanding structural and social job resources and by creating more stimulating job environments. Managers can enhance tour leaders’ work engagement by shaping their work meaning and person-job fit.

Originality/value

First, this study empirically tested the effects of job crafting on tour leaders’ work engagement, thus directly addressed the lack of academic attention paid to this topic. Second, this study examines the mediating role of person-job fit and meaningfulness of work, with regard to tour leaders’ job crafting and work engagement, based on an integrative concept model.

Details

International Journal of Contemporary Hospitality Management, vol. 34 no. 5
Type: Research Article
ISSN: 0959-6119

Keywords

Article
Publication date: 23 March 2022

Hansol Hwang, Won-Moo Hur, Yuhyung Shin and Youngjin Kim

Due to volatile changes and crises in the business environment, frontline service employees (FSEs) are faced with increasing work stressors in the new service marketplace…

Abstract

Purpose

Due to volatile changes and crises in the business environment, frontline service employees (FSEs) are faced with increasing work stressors in the new service marketplace. Of these, customer incivility has been found to negatively affect their work outcomes. This study aims to examine the moderating effect of experiencing an imminent environmental crisis (i.e. the COVID-19 pandemic) on the relationship between customer incivility, work engagement and job crafting, using pre- and postpandemic samples.

Design/methodology/approach

The authors administered two-wave surveys to 276 FSEs (prepandemic sample) in July and October 2019 and to 301 FSEs (postpandemic sample) in March and April 2020.

Findings

Moderation analyses showed that the relationship between customer incivility, work engagement and job crafting varied between FSEs who experienced the pandemic and those who did not; the relationship was stronger for the postpandemic than the prepandemic sample. There was a positive relationship between work engagement and job crafting; it was weaker for the postpandemic sample.

Research limitations/implications

The deleterious effect of customer incivility exacerbated after the onset of the COVID-19 pandemic; however, the authors did not explore why the pandemic aggravated the negative effect. The mechanism underlying the moderating effect of the pandemic and the effect of more diverse types of incivility should be explored in future research.

Practical implications

It is critical to provide FSEs with instrumental and emotional support to cope with the crisis brought on by the pandemic. Service organizations must monitor customers’ uncivil behaviors to identify their causes and develop interventions to improve service quality. Furthermore, service organizations are advised to enhance the coping capabilities of FSEs by using diverse interventions, such as emotion regulation training, debriefing sessions, short breaks and job crafting.

Originality/value

To the best of the authors’ knowledge, this study is the first to reveal the moderating effect of the pandemic on the relationships between customer incivility, work engagement and job crafting, using pre- and postpandemic samples. This study offers necessary insights to improve FSEs’ engagement at work and enhance their job crafting in the new service marketplace.

Details

Journal of Services Marketing, vol. 36 no. 4
Type: Research Article
ISSN: 0887-6045

Keywords

Article
Publication date: 22 September 2021

Muhammad Zia Aslam, Safiah Omar, Mohammad Nazri, Hasnun Anip Bustaman and Mohammed Mustafa Mohammed Yousif

Though employee job engagement has been one of the few most proliferated organizational concepts during the last two decades, evidence on how to achieve an engaged…

Abstract

Purpose

Though employee job engagement has been one of the few most proliferated organizational concepts during the last two decades, evidence on how to achieve an engaged workforce is unclear. The purpose of this study was to contribute to the engagement literature by investigating the role of interpersonal leadership in developing job engagement through the relative importance of deep acting emotional labor skills, initiative climate and learning goal orientation as intervening mechanisms.

Design/methodology/approach

This study employed an online self-reported survey in data collection, gathering input from 438 frontline service employees in Malaysia. The data was then tested using the structural equation modeling (PLS-SEM) to evaluate the proposed parallel mediation model of the study.

Findings

The findings demonstrated that deep acting emotional labor skills, initiative climate and learning goal orientation were significantly effective in intervening mechanisms through which interpersonal leadership impacted job engagement.

Practical implications

This study offers insightful evidence that can be utilized by service organizations to improve employees' job engagement. The evidence derived from this study suggests that interpersonal leadership is a valuable organizational resource that can help carve pathways through which the objective of employee job engagement can be achieved. Therefore, while crafting organizational interventions for employee job engagement, service managers should address the findings of this study.

Originality/value

Despite the evidence presented in previous literature on the notable relationship between leadership and engagement, there is yet to be an apt understanding of the impact of new leadership perspectives and the intervening mechanisms in predicting job engagement. This study attempts to fill the research gap.

Details

Journal of Organizational Effectiveness: People and Performance, vol. 9 no. 1
Type: Research Article
ISSN: 2051-6614

Keywords

Article
Publication date: 17 August 2021

Logan Schuetz, Bomin Paek, Brent D. Oja and Minjung Kim

The purpose of this paper is to explore how flourishing is achieved among sport employees working at intercollegiate sport organizations in the USA. To do so, a model is…

Abstract

Purpose

The purpose of this paper is to explore how flourishing is achieved among sport employees working at intercollegiate sport organizations in the USA. To do so, a model is constructed that examines the impact of pride and path-goal leadership on job engagement and then flourishing. The model is grounded in the Human Resource Development (HRD) paradigm to extend the literature on positive performance outcomes in sport organizations.

Design/methodology/approach

Quantitative methods were used to analyze the data. Altogether, 282 useable surveys were completed by sport employees working in intercollegiate athletics departments. The hypotheses were examined with structural equation modeling to provide robust calculations of the relationships within the model.

Findings

The findings of this study demonstrated that both path-goal leadership and pride enabled job engagement, which in turn supported flourishing among intercollegiate athletics employees (e.g. equipment, marketing or facility/event positions). Job engagement is positioned as an important variable as it linked path-goal leadership and pride with flourishing.

Originality/value

This study examined mechanisms (i.e. path-goal leadership, pride) to enhance intercollegiate athletics employees' personal resources (i.e. job engagement, flourishing) through the HRD paradigm. The HRD framework posits that improved employee functioning leads to a superior organizational performance and has yet to be assessed within intercollegiate athletics. The findings add to the HRD literature by focusing on employees' workplace experiences and generating pathways to improved job engagement and the subsequent influence on intercollegiate athletics employees' ability to flourish, which is also understudied.

Details

Sport, Business and Management: An International Journal, vol. 11 no. 5
Type: Research Article
ISSN: 2042-678X

Keywords

1 – 10 of over 38000