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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…

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

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Article
Publication date: 29 July 2021

Alan M. Saks, Jamie A. Gruman and Qian Zhang

Employee engagement has received a considerable amount of research attention over the last decade. However, most of the research has been on job or work engagement. Much…

Abstract

Purpose

Employee engagement has received a considerable amount of research attention over the last decade. However, most of the research has been on job or work engagement. Much less attention has been given to organization engagement, which is a distinct but related target of employee engagement. In this paper, we review the research on organization engagement and identify how it has been measured, its antecedents and consequences and how it compares to job engagement.

Design/methodology/approach

This paper provides a narrative review of 40 studies that have measured organization engagement. Most of these studies have been published in the last five years, and they come from 20 different countries. The majority of studies also measured job or work engagement.

Findings

Most studies used Saks' (2006) measure of organization engagement. Many antecedents have been found to be related to organization engagement; however, those most often studied and consistently related to organization engagement are organizational-related resources such as perceived organizational support (POS), justice perceptions, corporate social responsibility (CSR), organizational structural factors, organizational climate and HR practices. Organization engagement has been found to be positively related to job satisfaction, organizational commitment, organizational citizenship behavior (OCB), job performance and organizational performance and negatively related to intention to quit. Organization engagement has also been found to partially or fully mediate the relationship between antecedents and consequences. In comparison to job engagement, organization engagement scores tend to be lower, and there are meaningful differences in the antecedents and consequences of organization engagement and job engagement. A number of studies found that organization engagement was more strongly related to several of the consequences than job engagement.

Practical implications

The results of this review indicate that organization engagement is as important if not more important than job engagement when it comes to its relationship to some of the consequences of employee engagement. Organizations should include a measure of organization engagement in employee surveys and focus on improving organization engagement by providing a supportive work environment, ensuring that employees have positive perceptions of justice, increasing CSR initiatives, providing a variety of human resources (HR) practices and improving organizational climate.

Originality/value

This paper provides the first comprehensive review of research on organization engagement and offers a new model of the antecedents and consequences of organization engagement and compares organization engagement to job engagement.

Details

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

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Article
Publication date: 19 March 2021

Alka Rai and Ginni Chawla

This study aims to test the hypothesized moderated mediation process combining job resources, job demands, work engagement, job satisfaction and organizational engagement

Abstract

Purpose

This study aims to test the hypothesized moderated mediation process combining job resources, job demands, work engagement, job satisfaction and organizational engagement, which proposes that work engagement can be considered as a mediator between the relationship of job resources with job satisfaction and organizational engagement, and such mediation effect is moderated by level of job demand.

Design/methodology/approach

Data were collected from Junior Management Grade–Scale I officers of 442 branches of 27 public sector banks situated across four States in North India. The final responses stood at 704. Regression analyses was performed through the SPSS macro (developed by Preacher and Hayes, 2004) for testing of H1 and H2 on the mediation effects. H3 was tested by moderated hierarchical regression analysis. The last two H4 and H5 proposing the moderated mediation mechanism were examined in lines with the four conditions suggested by Muller et al. (2005) and Preacher et al. (2007).

Findings

It is suggested that job demands should ideally be adequate and job resources ample to deal with the former, because a suitable fit between these two aspects is related to work engagement, which would further contribute positively to job satisfaction and organizational engagement.

Originality/value

There is dearth of research hypothesizing the moderated mediation process proposing job demands as a moderator in job resources, work and organizational engagement and other work-related outcome relationships. Resting on various propositions and of job demands–resources (JD-R) model, and empirical outcomes of the studies of JD-R perspective, and research gaps identified, this study attempts to propose a unique model of engagement hypothesizing a moderated mediation process, where work engagement might be a mediator between the relationship of job resources with job satisfaction and organizational engagement; such mediation effect is moderated by the level of job demands.

Details

International Journal of Productivity and Performance Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1741-0401

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Article
Publication date: 9 September 2020

Hillman Wirawan, Muhammad Jufri and Abdul Saman

This study aims to investigate the effect of authentic leadership and psychological capital (PsyCap) on work engagement via job satisfaction by employing the job

Abstract

Purpose

This study aims to investigate the effect of authentic leadership and psychological capital (PsyCap) on work engagement via job satisfaction by employing the job demands-resources (JD-R) model.

Design/methodology/approach

Participants were 307 (52% male and 48% female) employees randomly recruited from a state-owned company in the eastern part of Indonesia. Most participants had completed an undergraduate degree with a mean age of 27.55 (SD = 7.89). The study employed a three-wave data collection technique to rule out any common method biases.

Findings

The results suggested that the theoretical model and empirical data showed a good fit (CMIN/DF = 2.19 and RMSEA = 0.06), indicating an indirect effect of authentic leadership and PsyCap on work engagement via job satisfaction. The effect of authentic leadership on work engagement was fully mediated by job satisfaction. In contrast, job satisfaction only partially mediated the relationship between PsyCap and work engagement.

Research limitations/implications

First, this study did not explore any further consequences of gender equality. Second, although the data have been compared with some existing studies, this study did not collect cross-cultural data from different countries. Lastly, the data were collected from a state-owned enterprise, which may limit generalisation to other organisations.

Originality/value

This study offered a new perspective by examining the implications of the JD-R model in the eastern part of Indonesia, where organisation culture is predominantly influenced by Buginese values. Furthermore, the inclusion of job satisfaction into the model added new information regarding the importance of mediating variables in explaining the indirect effect of job and personal resources.

Details

Leadership & Organization Development Journal, vol. 41 no. 8
Type: Research Article
ISSN: 0143-7739

Keywords

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Article
Publication date: 10 September 2020

You-De Dai, Wen-Long Zhuang, Sung-Cheng Lu and Tzung-Cheng Huan

The purpose of this study is to explore the impact of psychological ownership on work engagement and job burnout within international tourist hotel employees, and…

Abstract

Purpose

The purpose of this study is to explore the impact of psychological ownership on work engagement and job burnout within international tourist hotel employees, and simultaneously examine the moderating role of regulatory foci.

Design/methodology/approach

This research collected questionnaire samples from the employees of international tourist hotels in the cities of Taiwan (Taipei, Taichung and Kaohsiung) and China (Xiamen and Quanzhou). Purposive sampling was adopted. In total, 300 questionnaires were distributed to each hotel, and the total number of questionnaires finally distributed reached 1,500.

Findings

This research applies social identity theory and regulatory theory to develop a new research framework with the sample of the employees in the five-star international tourism hotel. This study found that psychological ownership has a significant and positive effect on work engagement and has a negative effect on job burnout. In addition, regulatory foci moderate the relationship between psychological ownership and work engagement as well as the relationship between psychological ownership and job burnout respectively. These analytic results fill the research gap within the literature in relation to the moderating effects of a regulatory focus on psychological ownership’s relationships to work engagement and job burnout.

Originality/value

This study explains how employees with high psychological ownership will develop higher work engagement and lower job burnout. In addition, this research also includes regulatory foci as a situational variable to examine the moderating relationship with psychological ownership, work engagement, and job burnout.

目的

本研究的目的是探讨心理所有权对国际旅游酒店员工的工作投入和工作倦怠的影响, 同时检视调节焦点的调节作用。

设计/方法/步骤

本项研究运用台湾(台北, 台中和高雄)和中国(厦门和泉州)两个城市的国际旅游饭店的员工那里收集了问卷样本。本研究采用目的抽样, 各地共发放问卷300份, 总数达到1,500份。

研究结果

本研究透过应用社会认同理论和管理理论来发展新的研究架构, 解决了旅游和酒店业文献研究的不足。本研究发现, 心理所有权对工作投入有正向的影响, 对工作倦怠有负向的影响。此外, 调节焦点亦分别调节了心理所有权对工作投入和心理所有权对工作倦怠之间的关系。这些分析结果弥补了旅游和酒店业文献中有关调节焦点对心理所有权, 工作投入和工作倦怠之间关系的调节作用的研究缺口。

独创性/价值

本研究发现, 具有较高心理所有权的员工可以提高其工作投入和降低其工作倦怠程度。此外, 本研究还包含调节焦点作为情境变量, 以检验心理所有权, 工作投入和工作倦怠之间的关系。

Purpose

El objetivo de este estudio es explorar el impacto de la psicología de la propiedad en el ámbito del compromiso laboral y el desgaste profesional entre los empleados de hoteles turísticos internacionales y, al mismo tiempo, examinar el papel moderador de los focos reguladores.

Design/methodology/approach

Esta investigación ha recopilado muestras de cuestionarios realizados a empleados de hoteles turísticos internacionales en ciudades de Taiwán (Taipéi, Taichung y Kaohsiung) y China (Xiamen y Quanzhou). Se ha adoptado la modalidad de muestreo intencional. En total, se distribuyeron 300 cuestionarios a cada hotel, y el número total de cuestionarios finalmente distribuidos llegó a los 1500.

Findings

Esta investigación aplica la teoría de la identidad social y la teoría regulatoria para desarrollar un nuevo marco de investigación con la muestra de los empleados de hoteles turísticos internacionales de cinco estrellas. Este estudio descubrió que la psicología de la propiedad tiene un efecto positivo en el compromiso laboral y un efecto negativo en el desgaste profesional. Además, los focos reguladores moderan la relación entre la psicología de la propiedad y el compromiso laboral, así como la relación entre la psicología de la propiedad y el desgaste profesional respectivamente. Estos resultados analíticos cubren el vacío de investigación asociado a los efectos moderadores de un foco regulador sobre las relaciones de la psicología de la propiedad con el compromiso laboral y el desgaste profesional.

Originality/value

Este estudio explica cómo los empleados con un alto sentido de la psicología de la propiedad desarrollarán un mayor compromiso laboral y menos desgaste profesional. Además, esta investigación también incluye focos reguladores como una variable situacional para examinar la relación moderadora con la psicología de la propiedad, el compromiso laboral y el desgaste profesional.

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Article
Publication date: 21 April 2020

Jeffrey Haynie, C. Brian Flynn and David Herda

Based on a combination of career construction theory (CCT) and conservation of resources (COR) theory, this study proposes and examines a serial mediation model connecting…

Abstract

Purpose

Based on a combination of career construction theory (CCT) and conservation of resources (COR) theory, this study proposes and examines a serial mediation model connecting proactive personality with supervisor-rated task performance sequentially through career adaptability and job engagement.

Design/methodology/approach

A sample of 177 supervisor–subordinate dyads in the United States participated in the multisource survey, and structural equation modeling was used to test the hypotheses. The proposed indirect effects were evaluated using a bootstrap procedure.

Findings

Results indicated that career adaptability mediated the relationship between proactive personality and job engagement, job engagement mediated the relationship between career adaptability and supervisor-rated task performance and career adaptability and job engagement sequentially mediated the relationship between proactive personality and supervisor-rated task performance.

Research limitations/implications

Through an examination of the nomological network pertaining to career adaptability, the results provide strong evidence in support of integrating CCT with COR theory in this research stream. Future studies should continue to expand upon the model presented here by considering potential moderators that might influence certain paths within this relationship network and use longitudinal designs to allow for stronger causal inferences.

Practical implications

Given the central role proactive personality plays in career construction and job engagement, organizations should encourage workers to be more proactive while on the job. This may help engender career adaptability and work engagement among employees – ultimately contributing to organizational success.

Originality/value

This study responds to calls linking career adaptability to supervisory ratings of work performance. In doing so, it advances the literatures on proactive personality and career adaptability by highlighting the importance of considering the tenets of both CCT and COR theory.

Details

Career Development International, vol. 25 no. 4
Type: Research Article
ISSN: 1362-0436

Keywords

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Article
Publication date: 20 May 2020

S.M. Deepa

This study aims to examine the relationship between four dimensions of organizational justice (distributive, procedural, interpersonal and informational) and the three…

Abstract

Purpose

This study aims to examine the relationship between four dimensions of organizational justice (distributive, procedural, interpersonal and informational) and the three facets of job engagement (physical, cognitive and emotional).

Design/methodology/approach

A cross-sectional approach was used to survey a sample of 281 professionals in information technology who resided in the southern part of India and varied on experience, age and gender. Data was analyzed by employing the partial least squares structural equation modeling (PLS-SEM) approach.

Findings

The result emphasizes the individual role of each justice dimension on three job engagement facets, which suggests that all four dimensions of organizational justice have positive effects on physical, cognitive and emotional job engagement.

Originality/value

The current study contributes to the literature by examining all three job engagement dimensions and provides evidence that distributive, procedural, interpersonal and informational justices are significant predictors of physical, cognitive and emotional job engagement.

Details

International Journal of Organization Theory & Behavior, vol. 23 no. 4
Type: Research Article
ISSN: 1093-4537

Keywords

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Article
Publication date: 17 July 2020

Alka Rai and Sunil Maheshwari

The purpose of this study is to empirically test a hypothesized model establishing job characteristics as an antecedent of work engagement leading to job satisfaction and…

Abstract

Purpose

The purpose of this study is to empirically test a hypothesized model establishing job characteristics as an antecedent of work engagement leading to job satisfaction and organizational engagement of employees working with public sector banks (PSBs) in India.

Design/methodology/approach

Based on responses to a survey questionnaire by a sample of 622 Scale I employees of Indian PSBs, the hypothesized mediation model was tested with SPSS macro (Preacher and Hayes, 2004).

Findings

The testing of hypotheses established that job characteristics positively influence work engagement, organizational engagement and job satisfaction. The full mediation by work engagement between the relationships of job characteristics with job satisfaction and organizational engagement is established after the testing of mediation hypotheses.

Practical implications

Jobs of banks (especially in the public sector) are recommended to be enriched with more emphasis on offering employees with identifiable and significant tasks that have autonomy in decision-making and feedback. PSBs should also focus on developing a positive perception of employees toward job design, to increase their levels of job satisfaction and organizational engagement through engaging them with work.

Originality/value

The contribution of this study should be understood in many ways. First, the study has introduced work engagement as a mediator in the study model (between job characteristics and job satisfaction) replacing the three psychological conditions (i.e. experienced meaningfulness, experienced responsibility and knowledge of results) of job characteristics model. Further, the main contribution of this study is the exploration of the linkage between work engagement and organizational engagement. The relationship between these two forms of engagement (i.e. work and organization) has been very rarely investigated in the literature. Finally, this study has attempted to hypothesize a model proposing work engagement as a mediator between the job characteristics and organization engagement which does not seem to be studied so far.

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Article
Publication date: 4 June 2020

Chih-Hung Wang and Hsi-Tien Chen

This empirical study explored how coworker incivility and customer incivility affect the work engagement and job performance of frontline employees.

Abstract

Purpose

This empirical study explored how coworker incivility and customer incivility affect the work engagement and job performance of frontline employees.

Design/methodology/approach

To investigate the incivility and characteristics of hospitality industry workplaces, this study recruited frontline employees from tourist hotels as study participants. Because complete contact information could not be obtained for this population, convenience sampling was employed. A structured questionnaire was used for data collection.

Findings

Coworker incivility and customer incivility reduced work engagement and job performance. The effects of coworker incivility on the work engagement and job performance are greater than those of customer incivility. Furthermore, work engagement has a positive effect on the job performance.

Originality/value

Although studies have investigated the effects of customer incivility, these effects have not been compared with those of coworker incivility. Moreover, studies on the influence of coworker and customer incivility on job performance and work engagement in the hospitality industry and on those of work engagement on job performance have been scant. The current empirical study investigated the effects of coworker and customer incivility on the job performance and work engagement and of frontline hospitality employees.

Details

Journal of Hospitality and Tourism Insights, vol. 3 no. 4
Type: Research Article
ISSN: 2514-9792

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Article
Publication date: 3 April 2017

Tiina Saari, Harri Melin, Evgeniya Balabanova and Azer Efendiev

The purpose of this paper is to examine work engagement and its antecedents in two countries: Finland and Russia. The job demands-resources model provides the background…

Abstract

Purpose

The purpose of this paper is to examine work engagement and its antecedents in two countries: Finland and Russia. The job demands-resources model provides the background theory for the analysis.

Design/methodology/approach

This study uses a quantitative approach with a cross-sectional research design. The data were analysed using descriptive methods and stepwise logistic regression analysis.

Findings

The overall level of work engagement was higher in Finland than in Russia. The opportunity to learn new skills at work was the strongest predictor of work engagement in both countries. The most significant difference was that once job demands and resources were taken into account, the managerial position had a strong effect on work engagement in Russia, while in Finland it had no significant effect.

Practical implications

Knowledge about the antecedents of work engagement and especially the strong effect of opportunities to learn new skills could encourage organisations to provide their employees with development opportunities throughout their careers.

Originality/value

This study adds to the limited comparative research on work engagement and its predictors.

Details

Baltic Journal of Management, vol. 12 no. 2
Type: Research Article
ISSN: 1746-5265

Keywords

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