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Considering that leaders play an important role in influencing the work environment and experiences of subordinates as well as the fact that employees like to be respected, the purpose of the current study was to explore supportive supervisor relations as a mediator of the relationship between respectful leadership and intention to stay.

Data were collected from 389 hospital nurses based on authors' personal networks at three measurement points. This was done to avoid problems associated with collecting data for predictor and criterion variables from the same source at the same time. The direct and indirect effects were tested with ordinary least squares regression-based path analysis.

Respectful leadership was found to be positively related to both supportive supervisor relations and intention to stay. In addition, supportive supervisor relations had a positive relationship with intention to stay. Finally, the relationship between respectful leadership and intention to stay was mediated by supportive supervisor relations.

The sample were drawn from nurses only in a particularly region of a country and differences may exist among other occupational groups and geographical areas of the country in the way they perceive their leaders' behavior.

Management of health facilities can utilize information from annual reviews and feedback from subordinates as performance evaluation criteria for rewarding leaders who treat their subordinates respectfully. However, leaders who are disrespectful toward their subordinates could be identified and subjected to mandatory training on respectful leadership.

The current study extends the present state of research on the impact exerted by respectful leadership in an organizational context never examined heretofore; that is, health care context. This is also the first study linking respectful leadership, supportive supervisor relations and intention to stay in unison in a single study.

The purpose of this study is to identify how young South Korean self-initiated expatriates (SIEs) have adjusted to their work and to verify the role of workplace learning activities as work adjustment processes in the relationship between work adjustment resources and outcomes.

The study adopted a mixed-method approach, beginning with a qualitative study, followed by a quantitative study.

The main findings of the qualitative study indicated two types of SIE personal characteristics (ability to embrace cultural differences and entrepreneurship), their participation in training programs and that a supportive work environment which facilitates their work adjustment. Workplace learning, which led to role clarification within their organizations, is also critical for adjustment. Based on these findings, the quantitative research study examined the effects of personal and contextual factors on workplace learning and adjustment (n = 120). The quantitative part of the study found cultural intelligence (CQ), entrepreneurship, training programs and supportive environments were positively related to sociocultural adjustment through the work adjustment process.

As work adjustment is an important predictor of increased sociocultural adjustment among SIEs, organizations should build learning-supportive climates to promote workplace learning and seek people with appropriate characteristics for expatriation. Further studies should expand participant sample sizes to represent a wider population of SIEs.

Extant literature on SIEs mainly explored their performance and management. This study explores their adjustment processes through the perspective of workplace learning.

We expand the concept of time in the workplace by examining the different ways that time is discussed and the different meanings attached to time. Drawing upon observation, informal discussions, and focus groups, we examine worker discourse about clock time, work time, and family time, and argue that the meaning attached to each is related to workers’ ability to exercise some control over time. Using survey data collected from shift workers, we illustrate the connection between time and control by examining the predictors of job satisfaction and work–family conflict.

Employee engagement has become a hot topic in recent years among consulting firms and in the popular business press. However, employee engagement has rarely been studied in the academic literature and relatively little is known about its antecedents and consequences. The purpose of this study was to test a model of the antecedents and consequences of job and organization engagements based on social exchange theory.

A survey was completed by 102 employees working in a variety of jobs and organizations. The average age was 34 and 60 percent were female. Participants had been in their current job for an average of four years, in their organization an average of five years, and had on average 12 years of work experience. The survey included measures of job and organization engagement as well as the antecedents and consequences of engagement.

Results indicate that there is a meaningful difference between job and organization engagements and that perceived organizational support predicts both job and organization engagement; job characteristics predicts job engagement; and procedural justice predicts organization engagement. In addition, job and organization engagement mediated the relationships between the antecedents and job satisfaction, organizational commitment, intentions to quit, and organizational citizenship behavior.

This is the first study to make a distinction between job and organization engagement and to measure a variety of antecedents and consequences of job and organization engagement. As a result, this study addresses concerns about that lack of academic research on employee engagement and speculation that it might just be the latest management fad.

Expatriate mobility is increasing globally, in volume and diversity. A growing element of this overall increase has been the greater share of self-initiated expatriates (SIEs) working outside their home countries. In some host countries, SIEs make up a majority of the overall workforce. The purpose of this paper is to examine the determinants of innovative work behavior (IWB) of SIEs in one such country. Drawing upon leader-member exchange (LMX) theory and the conceptual framework of the resource-based view of career capital, the authors’ examine the influences of LMX, perceived innovation-reward, job knowledge and contextual knowledge on SIEs’ IWB.

The paper is based on the analysis of survey results from 229 SIEs based in the United Arab Emirates. The authors use hierarchal regression and an SPSS macro to assess the significance of the interaction effects.

Results indicate significant direct effects for LMX and perceived innovation-reward on SIEs’ IWB. Results also reveal significant interaction effects suggesting that the relationship between LMX and SIEs’ IWB is stronger when job knowledge is high and when reward for innovation is high.

This is the first study to examine the determinants of SIE’s IWB. This study investigates the effect of LMX, career capital differences (job knowledge and contextual knowledge) and perceived innovation-reward on SIEs’ IWB. This is also the first study to examine the interaction effects of LMX and individual differences (job knowledge and contextual knowledge) on SIEs’ IWB.

Organizations aspire to have engaged employees, and spend considerable resources to measure and improve employee engagement. Theoretically, leadership is a key antecedent of engagement, yet there is no research directly linking leader behaviors and follower engagement. The purpose of this paper is to investigate the evidence for such a link.

Research was conducted with a large New Zealand insurance organization, using data from direct reports. A pilot study was first conducted (n=236), in which the JRA 360‐degree feedback instrument was factor analyzed. Subsequently, a linkage analysis (n=178) was conducted to establish the relationship of the resultant leadership factors with JRA's employee engagement measure.

Three factors emerged from the JRA 360: supports team, performs effectively, and displays integrity. Correlation and regression results showed that supports team was the strongest predictor of engagement; semi‐partial correlations showed that the three leadership factors overlapped in their relationships with engagement, with supports team predicting most unique variance.

Additional research is needed to assess the generalizability of the findings, and to establish causality.

The results demonstrate that there are multiple ways in which leadership behaviors are associated with employee engagement. The primacy of supports team suggests that leader behaviors in this domain should be a priority. Although our design does not establish causality, we suggest that leaders should capitalize on their strengths to improve engagement among their followers.

The design of this study is superior to previous research, in particular using a clear measure of employee engagement. The results suggest that team‐oriented behaviors are the most important for leaders in achieving high employee engagement. Importantly, the results also indicate that other leadership behaviors – relating to effective performance and displaying integrity – may also facilitate employee engagement.

The aim of this research is to investigate the mediating effect of employee engagement (EE) on the relationship between employee relation practice and employee performance in Malaysian private universities (MPUs).

This paper used a survey research design, and the study unit of the analysis consists of the academic staff of MPU. A sample of 314 teaching staff was used out of the target population (10,473) of the research, while simple random and stratified sampling techniques were used in order to determine the research sample. Data for the research were collected from the target participants via questionnaires, and partial least square-structural equation modelling (PLS-SEM) was utilized to evaluate the research hypotheses.

The outcome of the research revealed that employee relation practice (ERP) has a substantial effect on employee performance (EP), and EE partially mediates the relationship between ERP and EP.

The outcome of this study has urged the universities' management to focus on building effective and sustainable ERP that will ensure academic engagement that can result to sound academic performance and university growth.

This research has contributed significantly to the body of knowledge by operationalizing EP, ERP and EE literature. In extension, this research contributes to develop the literature of leaders, acknowledging the ERP as an important tool for leadership growth.

This paper aims to highlight the historical roots of employee engagement and empirically examine the influence of self-efficacy on the three dimensions of employee engagement (vigor, dedication and absorption).

A sample of 426 male and female respondents in the service industry from Lebanon was surveyed using a multi-scale measure composed of 25 items. Regression analysis was used to test the data for the hypothesized relationships between the variables.

History of management continues to be the backbone of the so-called modern concepts. Although the term employee engagement was not used in scientific management or in the human relations movement, the characteristics were incorporated in these early schools. The three factors of employee engagement explained 78 per cent of the total variance of employee engagement construct and were significantly influenced by self-efficacy.

The first limitation of this study is the self-reported data, and the second limitation is the source from one industry (service), although different organizations were incorporated. Caution is advised against generalizations of the findings.

The results of this study provide insights for both researchers and managers to better understand the relationship between three dimensions of employee engagement and self-efficacy from a non-Western context. The belief in one’s own capabilities helps promote employee engagement.

Lebanon offers an interesting context; it is considered as the only Arab country that provides an interaction between the Western and Middle Eastern countries.

This study aimed to trace the historical roots of employee engagement to the early management schools. Moreover, studies similar to the present investigation exist; however, this is the first time that a non-Western Arab sample was used to examine the influence of self-efficacy on the three dimensions of employee engagement.

This study seeks to explore the existential meaningfulness of HR managers' work. The purpose of this study is to investigate the influence of four existential attributes that are death, responsibility, alienation and meaningfulness, on the work of HR managers. The study also asserts that the work of HR managers has an existential dimension to it. It also argues that HR managers have human qualities. They react to human predicament and need emotional identification with their work and organization.

The study is based on the responses of HR managers developed on the basis of an interview guide specifically designed for this purpose. The data have been collected through extensive and in-depth field interactions with HR managers working in diverse organizations. The research approach taken here is to focus on the discrete moments of role performance of HR managers that represent microcosms of the larger complexity. Those moments are windows into the multiplicity of factors that are constantly relevant to person-role dynamics. Focusing on specific moments of work role performance of HR managers is like using the zoom lens of a camera: a distant stationary image is brought close and revealed as a series of innumerable leaps of engagement and falls of disengagement.

The study brings out the emotional and human dilemmas of HR managers working in public and private sector organizations. While discussing and linking Kahn's model with Sartrean thoughts can provide unique perspective within the strategic human resource management especially in Pakistani organizations which was missing not only in Kahn's model but also in management literature.

The study makes a fresh inquiry into the nature of HRM and the existential realities experienced by the HR managers at work place. The study is unique because of its extensive field interactions based on a well-designed interview guide hitherto unapplied in the organization studies.

In 2006, Saks (2006) published one of the first empirical studies of the antecedents and consequences of employee engagement. Since then dozens of studies on engagement have been published and most of them have used the Utrecht Work Engagement Scale (UWES) to measure work engagement. The purpose of this paper is to revisit Saks (2006) to try and address some issues that have arisen during the last ten years and to assess the generalizability of his findings and model using the UWES measure of work engagement and single-item measures of job and organization engagement.

Additional analyses was conducted using the data from Saks (2006) including measures of each job characteristic, the use of the UWES measure of work engagement, and single-item general measures of job engagement and organization engagement. In addition, a review of engagement research was conducted as well as research that used Saks’ (2006) measures of job engagement and organization engagement.

The results indicate that skill variety is the main job characteristic that predicts job engagement. The results of the analysis using the UWES measure of work engagement found that job characteristics and perceived organizational support are significant predictors of work engagement, and work engagement predicts job satisfaction, organizational commitment, organizational citizenship behavior and intentions to quit and mediates the relationship between the antecedents and the consequences. Similar results were found using the single-item measures of job engagement and organization engagement. A review of the engagement literature indicates general support for the Saks (2006) model of the antecedents and consequences of employee engagement and for his measures of job and organization engagement. A revised and updated model is provided with additional antecedents and consequences.

The results indicate that organizations can drive employee engagement by focusing on skill variety as well as providing social support, rewards and recognition, procedural and distributive fairness, and opportunities for learning and development. In addition, organizations can assess employee engagement more frequently and easily by using single-item measures of job and organization engagement.

This paper provides an update and revision of the Saks (2006) model of employee engagement and suggests that the main findings are similar when using the UWES measure of work engagement and single-item general measures of job engagement and organization engagement.