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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. 71 no. 5
Type: Research Article
ISSN: 1741-0401

Keywords

Article
Publication date: 21 June 2021

Mayuri Menike Atapattu and Twan Huybers

This paper aims to investigate the causal relationships between organisational practices, employee knowledge management (KM) engagement and organisational KM performance.

Abstract

Purpose

This paper aims to investigate the causal relationships between organisational practices, employee knowledge management (KM) engagement and organisational KM performance.

Design/methodology/approach

Following a quantitative research approach, an online survey of 536 knowledge workers from multinational knowledge-based organisations located in Sri Lanka was carried out. The data were analysed with structural equation modelling.

Findings

Teamwork, reward structure, learning, performance management and employee empowerment are found to be motivational antecedents of KM engagement while, subsequently, organisational KM performance is affected by employee KM engagement.

Research limitations/implications

The findings of this study are based on the use of five key organisational practices derived from the literature. Further research is needed to establish whether the findings extend to other organisational practices such as resourcing strategy, organisational culture and communication. Further, the sample for this research comprised knowledge workers in Sri Lankan organisations which limit the generalisability of the findings.

Practical implications

Teamwork, rewards structure, learning, performance management and employee empowerment are organisational practices that foster employee KM engagement. Organisational practices and employee KM engagement are imperative for the organisational success of KM initiatives.

Originality/value

This research introduces the term KM engagement as the indicator of individual-level KM success and integrates the sequential linkage between individual-level KM outcomes (i.e. KM engagement) and organisational KM outcomes (KM performance) which has not yet been investigated.

Details

Journal of Knowledge Management, vol. 26 no. 3
Type: Research Article
ISSN: 1367-3270

Keywords

Article
Publication date: 26 March 2021

Robinson James

This study aims to investigate the influence of organisational politics on work engagement and the moderator effect of positive framing on this relationship

Abstract

Purpose

This study aims to investigate the influence of organisational politics on work engagement and the moderator effect of positive framing on this relationship

Design/methodology/approach

Data were collected from 241 public sector employees in Sri Lanka through a structured questionnaire and analysed with partial least square structural equation modelling (PLS_SEM).

Findings

The results indicated that organisational politics negatively influenced employees' work engagement, positive framing positively influenced engagement and weakened the negative relationship between politics and engagement.

Practical implications

This study suggests that organisation and individuals must take the necessary steps to enhance work engagement. Organisations must be transparent in all activities to avoid employees' negative perception. Also, organisations need to take steps to recruit employees with positive framing or develop this competency through training and development. Individuals also need to take necessary steps to frame the work environment positively to enhance their engagement in work.

Originality/value

This study extends the literature by being the first to examine the positive framing as a moderator in the relationship between politics and engagement. This study found that positive framing as a resource reduced the harmful effect of organisational politics on engagement and suggested positive framing can be considered as a resource in the future investigation of the job demand–resource model.

Details

South Asian Journal of Business Studies, vol. 11 no. 4
Type: Research Article
ISSN: 2398-628X

Keywords

Article
Publication date: 25 June 2021

Rocco Palumbo

Organizational innovation relies on the employees' active participation in improving extant processes and practices. In particular, it has been argued that employees'…

Abstract

Purpose

Organizational innovation relies on the employees' active participation in improving extant processes and practices. In particular, it has been argued that employees' engagement triggers innovation-oriented behaviors at work. Nevertheless, there is a paucity of evidence of the implications of work engagement on the health professionals' innovation propensity. The article intends to push forward what we currently know about this issue, providing some food for thought to scholars and practitioners.

Design/methodology/approach

A path analysis based on ordinary least square (OLS) regression and 10,000 bootstrap samples was designed to investigate the direct and indirect implications of employees' engagement on innovative behaviors at work in a large sample of health professionals operating in Europe. The quality of employee–manager relationships and the organizational climate were included as mediating variables affecting the relationship between work engagement and propensity to innovation-oriented behaviors.

Findings

The research findings highlighted that being engaged at work fosters the willingness of health professionals to partake in the improvement of organizational processes and practices. The positive implications of employees' engagement on innovative behaviors at work are catalyzed by good employee–manager relationships and a positive organizational climate.

Practical implications

Healthcare organizations should uphold the health professional's engagement to enhance their innovation potential. Targeted interventions are needed to merge work engagement with the enhancement of the organizational environment in which health professionals accomplish their activities. A positive organizational climate enacts an empowering work environment, which further incentivizes innovation.

Originality/value

The article adopts a micro-level perspective to investigate the triggers of innovative behaviors among healthcare professionals, providing evidence which is relevant for theory and practice.

Details

Journal of Health Organization and Management, vol. 35 no. 8
Type: Research Article
ISSN: 1477-7266

Keywords

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…

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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. 9 no. 1
Type: Research Article
ISSN: 2051-6614

Keywords

Article
Publication date: 27 May 2014

David Guest

The purpose of this paper is to review the debates and evidence about employee engagement to assess its prospects of becoming a mainstream part of management activity in…

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Abstract

Purpose

The purpose of this paper is to review the debates and evidence about employee engagement to assess its prospects of becoming a mainstream part of management activity in the long term. It sets out an agenda for policy and practice designed to increase its chances of sustainability.

Design/methodology/approach

The paper is based on a review of the research and analytic literature. It outlines the origins, reasons for growth of popularity, main forms and evidence about the antecedents and impact of employee engagement. It draws a distinction between work engagement and organizational engagement. For the former it outlines a research agenda; for the latter, it presents an extensive critique and an agenda to address the issues raised.

Findings

A distinction is highlighted between work engagement with its concern to improve employee well-being and organizational engagement with its focus on organizational performance. It is shown that these two approaches operate in “different worlds” and that this reflects a neglect of an evidence-based approach to management of employees since work engagement has much the stronger evidence base.

Research limitations/implications

As a review and analysis, the paper is inevitably selective and limited by space restrictions. However, it argues that while work engagement is now well-established among the academic community as a valid and useful construct, the same cannot be said for organizational engagement which lacks clear definition, measurement, high-quality evidence and clear policy implications. The paper therefore sets out a policy agenda and outlines how some of the shortcomings might be addressed.

Practical implications

The paper highlights the need for a viable and integrated “engagement strategy” if organizational engagement is to thrive in the future and sets out the core elements of such an approach.

Originality/value

The paper highlights the distinction between the two separate “engagement worlds” of work and organizational engagement and also highlights their different core aims. The problems with organizational engagement are analysed and a new agenda to improve its prospects of impact is outlined.

Details

Journal of Organizational Effectiveness: People and Performance, vol. 1 no. 2
Type: Research Article
ISSN: 2051-6614

Keywords

Article
Publication date: 17 September 2018

Jane D. Parent and Kathi J. Lovelace

The purpose of this paper is to explore the connections between employee engagement, positive organizational psychology and an individual’s ability to adapt to ongoing…

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Abstract

Purpose

The purpose of this paper is to explore the connections between employee engagement, positive organizational psychology and an individual’s ability to adapt to ongoing organizational change.

Design/methodology/approach

The literature on individual adaptability, positive organizational psychology and employee engagement is reviewed. A model that suggests that a positive work culture enhances employee engagement and in specific cases leads to increased adaptability is developed.

Findings

While organizational engagement will have a positive effect on the individual’s ability to adapt to changes, job engagement will have the opposite effect, uncovering potential obstacles to change management in organizations.

Research limitations/implications

Suggestions for future research are provided with the intent to further academic research in this area. This model can serve as a starting point for future research design and can be tested in organizations undergoing various changes.

Practical implications

A positive culture fosters both job and organizational engagement within an organization. Managers can understand how to cultivate a positive, engaged environment for employees while understanding how certain job changes might have both positive and negative effects on an individual’s ability to adapt.

Originality/value

A model for identifying relationships between positive organizational behaviors, two types of employee engagement (organizational engagement and job engagement) and an individual’s ability to adapt to change is helpful to researchers and practitioners alike.

Details

On the Horizon, vol. 26 no. 3
Type: Research Article
ISSN: 1074-8121

Keywords

Article
Publication date: 25 July 2020

Praveen Kumar Sharma and Rajeev Kumra

Workplace spirituality is presently a prominent research topic and is gaining recognition and importance among industry professionals and academicians. Workplace…

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Abstract

Purpose

Workplace spirituality is presently a prominent research topic and is gaining recognition and importance among industry professionals and academicians. Workplace spirituality is defined as a sense of community, meaningful work and organizational values. The purpose of this research paper is to investigate the relationship between workplace spirituality and mental health, wherein employee engagement is considered as a mediator. Furthermore, this study examines the mediating role of employee engagement in the relationship between organizational justice and mental health.

Design/methodology/approach

Data were gathered from 344 information technology professionals working in India. Structural equation modelling was used to evaluate the model fit of workplace spirituality and its relationship to employee engagement, organizational justice and mental health.

Findings

The results revealed that workplace spirituality and organizational justice significantly and positively predict employee engagement, which is significantly related to employee mental health. The results also revealed that employee engagement significantly partially mediates the relationship between workplace spirituality and mental health as well as the relationship between organizational justice and mental health.

Research limitations/implications

Results of research guide HR professionals, employee mental health concerns can be addressed by promoting workplace spirituality, improving employee engagement strategies and implementing organizational justice policies that are perceived to be fair. This study makes a significant contribution to the extant literature regarding mental health issues in the IT sector.

Originality/value

Findings of this research contribute to the area of human resource management and employee engagement. The current study fills a gap in the extant literature by investigating employee engagement intervening mechanism between organizational justice, workplace spirituality and mental health.

Details

Journal of Advances in Management Research, vol. 17 no. 5
Type: Research Article
ISSN: 0972-7981

Keywords

Article
Publication date: 5 April 2013

Colm Fearon, Heather McLaughlin and Lynn Morris

– The purpose of this paper is to explore the role of multi-level forms of efficacy and organisational interactions necessary for promoting effective work engagement.

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Abstract

Purpose

The purpose of this paper is to explore the role of multi-level forms of efficacy and organisational interactions necessary for promoting effective work engagement.

Design/methodology/approach

Work engagement is explored from a multi-level efficacy perspective (self, collective and organisational). Based on the ideas of Bandura, workplace interactions are investigated through the theoretical lens of social cognitive theory (SCT).

Findings

The ability to conceptualise engagement from individual, group and organisational perspectives, helps researchers and HR practitioners appreciate the complexities involved. The paper also highlights a need for developing new organisational interactions that promote engagement, as opposed to reinforcing stale managerial policies, or one-sided strategies for short term productivity gains. Organisational interactions should respond to job demands at both individual and collective levels. The paper also suggests that new interactions and stronger communication helps promote collective and organisational efficacy.

Research limitations/implications

This is a theoretical discussion piece that attempts to set the scene and examine broad issues, and thus there is no measurement or empirical analysis attempted. Additional work is required to operationalise constructs further, as part of a case study protocol for future in-depth empirical analysis.

Originality/value

This thought-piece paper is significant for managers in retail and researchers alike, when developing organisational interactions from a multi-level efficacy perspective. The conceptual contribution of the paper is a fresh macro-analytical perspective concerning efficacy and work engagement. Some ideas are also presented for future research.

Details

European Journal of Training and Development, vol. 37 no. 3
Type: Research Article
ISSN: 2046-9012

Keywords

Article
Publication date: 4 September 2017

Subhash C. Kundu and Kusum Lata

The purpose of the present study is to investigate the mediating effect of organizational engagement in the relationship between supportive work environment (SWE) and…

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Abstract

Purpose

The purpose of the present study is to investigate the mediating effect of organizational engagement in the relationship between supportive work environment (SWE) and employee retention.

Design/methodology/approach

Primary data of 211 respondents from 67 organizations were analysed. Confirmatory factor analysis was used to assess the dimensionality and validity of study variables. Further, the hypothesized model was tested with the help of multiple regression analysis.

Findings

The findings suggest that SWE plays a crucial role in predicting employee retention. Organizational engagement partially mediates the relationship between SWE and employee retention.

Research limitations/implications

The data were limited to the Indian setting and of cross-sectional design only; so, it may not be generalized across the world. Further, the sample size is also comparatively smaller but the results are not affected adversely.

Originality/value

The role of SWE along with organizational engagement is currently under-researched in the Indian context. The present study is an intense effort to analyse the mediating effect of organizational engagement in the relationship between SWE and employee retention.

Details

International Journal of Organizational Analysis, vol. 25 no. 4
Type: Research Article
ISSN: 1934-8835

Keywords

1 – 10 of over 50000