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Article
Publication date: 5 August 2019

Manjiri Kunte and Parisa RungRuang

The purpose of this paper is to examine the effects of job demands, job resources and personal resources on work engagement using the job demands–resources (JD–R) model.

Abstract

Purpose

The purpose of this paper is to examine the effects of job demands, job resources and personal resources on work engagement using the job demands–resources (JD–R) model.

Design/methodology/approach

The study utilized a longitudinal research design in a sample of Thai employees (n=182). The data were collected by questionnaires administered in two waves over a period of four months, and the hypotheses were tested using hierarchical regression analysis.

Findings

The results supported the negative relationship between role ambiguity and work engagement. In addition, the findings suggested self-efficacy as a moderator in reducing the effect of increasing workload on work engagement.

Research limitations/implications

The results of this study will be helpful for managers in designing appropriate human resources policies and practices; in recruiting, selecting and developing engaged employees; and in ensuring workplace well-being.

Originality/value

This is the first notable study establishing the applicability of the antecedents of work engagement in the JD–R model in a Thai work setting.

Details

Evidence-based HRM: a Global Forum for Empirical Scholarship, vol. 7 no. 2
Type: Research Article
ISSN: 2049-3983

Keywords

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Article
Publication date: 16 April 2018

Manjiri Kunte and Parisa Rungruang

Studies suggest that engagement is related with organizationally desired outcomes, including performance, productivity, profitability, employee retention, organization…

Abstract

Purpose

Studies suggest that engagement is related with organizationally desired outcomes, including performance, productivity, profitability, employee retention, organization citizenship behavior and employee well-being. Despite its practical relevance in the workplace, the concept of engagement has been theoretically dispersed. Therefore, this study aims to present a conceptual review of engagement studies leading to the development of a nomological framework and an evolution timeline for the concept.

Design/methodology/approach

The present study is divided into three sections. The first section elicits the nomological framework based on the comparison between engagement, its predecessors and its contemporary concepts such as motivation theories, job design theories, burnout theories and positive psychology. A review of related theories and concepts highlights the similarities and differences vis-a-vis engagement. In the second section, the study depicts the evolution of the engagement concept based on the nomological framework. The evolution is discussed through the decades of before 1990, 1990-2000, 2000-2010 and 2010 onwards. To consolidate the theories and concepts, the authors covered studies that defined engagement as role engagement, personal engagement, work engagement and employee engagement. The third section presents the future research directions based on the framework and evolution.

Findings

The literature review reveals future research directions. These include the addition of new antecedents and theoretical frameworks to enrich the explanatory power and practical relevance of the antecedents of engagement, exploring the context of work with qualitative and mixed method designs, exploring the unit of “role” in engagement studies and the need for more replication studies in this field.

Originality/value

The key contributions of this paper are the nomological framework and the timeline of the evolution of engagement concept.

Details

Management Research Review, vol. 41 no. 4
Type: Research Article
ISSN: 2040-8269

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Article
Publication date: 11 March 2019

Manjiri Kunte and Parisa Rungruang

The purpose of this paper is to test the hypothesized relationships between job demands, job resources and personal resources toward work engagement, by utilizing a cross…

Abstract

Purpose

The purpose of this paper is to test the hypothesized relationships between job demands, job resources and personal resources toward work engagement, by utilizing a cross section of Thai employees.

Design/methodology/approach

In this study, a group of employees (n=416) responded to a set of self-report surveys on job demands, job resources, personal resources and work engagement.

Findings

The results of the hierarchical regression analysis supported the relationships between job demands (i.e. workload and role conflict), job resources, personal resources (self-efficacy) and work engagement. In addition, the results supported the role of (positive) self-esteem as moderator in the role ambiguity and work engagement relationship, and the role of self-efficacy in buffering the effect of role conflict and workload on work engagement. The final model explained 43 percent of the variance in the dependent variable.

Research limitations/implications

This study will help managers in understanding employee expectations and providing appropriate feedback. Devising effective jobs, which lead to perceptions of meaningfulness, safety and availability leading to improved engagement.

Originality/value

This is the first study employing the job demands resources model in a cross-sectional study in Thailand.

Details

International Journal of Organization Theory & Behavior, vol. 22 no. 1
Type: Research Article
ISSN: 1093-4537

Keywords

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Article
Publication date: 6 November 2020

Felicito Angeles Jabutay and Parisa Rungruang

This paper aims to investigate the impact of task interdependence and leader–member exchange, as social exchange variables, on affective commitment and turnover intent of…

Abstract

Purpose

This paper aims to investigate the impact of task interdependence and leader–member exchange, as social exchange variables, on affective commitment and turnover intent of new workers in an industry with high attrition rates. In addition, the paper examines the mediating effects of affective commitment.

Design/methodology/approach

The present study drew insights from the literature to formulate hypotheses that link the two social exchange variables on affective commitment and turnover intent. Through the utilization of the data collected from 441 call center agents working for eight call centers in the Philippines, the hypotheses were tested and analyzed using structural equation modeling.

Findings

The results reveal that task interdependence and leader–member exchange are positive antecedents of affective commitment and negative predictors of turnover intent. Further analysis reveals that affective commitment fully mediates the effects of the two social exchange variables on turnover intent.

Practical implications

The results imply that call centers can help improve new workers' affective commitment and reduce their turnover intent through job designs that can facilitate high task interdependence. Furthermore, training team leaders or supervisors to develop leadership styles that are more focused on people and relationships may also increase the agents' commitment and reduce their quit intention.

Originality/value

This paper is the first to demonstrate that social exchange variables can also impact the affective commitment and turnover intent of new workers in an industry known to have heavy supervisorial monitoring, high demands in terms of work quotas and high turnover rates.

Details

Asia-Pacific Journal of Business Administration, vol. 13 no. 1
Type: Research Article
ISSN: 1757-4323

Keywords

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Article
Publication date: 4 November 2019

Luen Peng Tan, Ching Seng Yap, Yuen Onn Choong, Kum Lung Choe, Parisa Rungruang and Zhen Li

Utilizing organizational support theory, the purpose of this paper is to examine the mediation effect of perceived organizational support (POS) on the relationship between…

Abstract

Purpose

Utilizing organizational support theory, the purpose of this paper is to examine the mediation effect of perceived organizational support (POS) on the relationship between ethical leadership and citizenship behavior, and investigate the moderating effect of ethnic dissimilarity in the research model.

Design/methodology/approach

Using a self-administered questionnaire, data were collected from 294 academics of private universities in China, Malaysia and Thailand. The collected data were analyzed using partial least squares path modeling technique on R platform.

Findings

The study found that ethical leadership is significantly and positively related to POS, which, in turn, related to both distinct dimensions of organizational citizenship behaviors – individual and organization. However, further analysis reveals that ethnic dissimilarity does moderate the hypothesized relationships in the research model, in which POS is found to have a mediation effect in the heterogeneous sample but not in the homogeneous sample in terms of ethnic dissimilarity.

Originality/value

To the best knowledge of the researchers, this study is among the first few research works examining the interrelationships of ethical leadership, POS, and citizenship behavior in terms of individual and organizational. Moreover, this is one of the earliest studies to examine the concepts in two different samples in terms of ethnic dissimilarity.

Details

Leadership & Organization Development Journal, vol. 40 no. 8
Type: Research Article
ISSN: 0143-7739

Keywords

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Article
Publication date: 31 May 2013

Sooksan Kantabutra and Parisa Rungruang

This paper aims to examine relationships between vision realization factors (vision communication, motivation and empowerment of employees), employee satisfaction, and…

Abstract

Purpose

This paper aims to examine relationships between vision realization factors (vision communication, motivation and empowerment of employees), employee satisfaction, and affective organizational commitment in a state‐owned energy provider in Thailand.

Design/methodology/approach

Subjects are drawn randomly from employees working at the Thai state‐owned energy provider who completed a questionnaire made up of valid and reliable instruments that measure each of the variables studied. Hypotheses are tested through a series of regression analyses.

Findings

Findings indicate that vision communication, motivation and empowerment of employees, and follower affective organizational commitment are three direct predictors of enhanced employee satisfaction. Empowerment of employees and employee satisfaction are two direct predictors of employee affective organizational commitment. These findings indicate a reciprocal relationship between employee satisfaction and affective organizational commitment, with a stronger effect from employee satisfaction on affective organizational commitment than the reverse.

Research limitations/implications

How supervisors empower and motivate their subordinates in the Thai state‐owned energy provider still needs a further investigation. The relationship between employee satisfaction and affective organizational commitment needs to be re‐examined by future research, using a different research design and statistical technique.

Practical implications

Leaders at all levels of the state‐owned energy provider should frequently communicate their vision to, motivate and empower their subordinates to enhance subordinate satisfaction and affective commitment.

Originality/value

The body of knowledge about vision‐based leadership in an Asian state‐owned energy provider is scanty. The present study contributes to this area.

Details

Asia-Pacific Journal of Business Administration, vol. 5 no. 2
Type: Research Article
ISSN: 1757-4323

Keywords

Content available
Article
Publication date: 1 February 2016

Abstract

Details

Personnel Review, vol. 45 no. 1
Type: Research Article
ISSN: 0048-3486

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