Building a Thriving Organization: The Antecedents of Job Engagement and Their Impact on Voice Behavior

Jinhee Kim,Soojin Lee,Gukdo Byun

doi:10.3390/su12187536

Jinhee Kim, Soojin Lee + Show 1 more

Open Access

https://doi.org/10.3390/su12187536

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Abstract

For an organization to become sustainable, it is essential to keep employees engaged in their jobs with enthusiasm. Thus, this study presents and tests an integrative model of job engagement. Based on Kahn’s model, we adopted person–job fit (P–J fit), psychological contract fulfillment, and self-efficacy as the antecedents of job engagement, verified how these antecedents affect job engagement, and examined how they influence voice behavior. Data were collected from 189 subordinate–supervisor dyads from public corporations and private enterprises in South Korea. The results of the analysis suggested that all antecedents have positive relationships with job engagement. We also found that job engagement is positively related to employees’ voice behavior, and fully mediates the relationships between the antecedents and voice behavior. Moreover, our findings suggested that perceived coworker support moderates the relationship between job engagement and voice behavior.

Highlights

In the rapidly changing business world, organizational sustainability is a vital goal for long-term success [1]
This study examines the antecedents of job engagement and their impact on employees’ voice behavior based on Kahn’s [8] study, which is recognized as the first research that theorized job engagement
Job engagement had a significant relationship with voice behavior, controlling for self-efficacy (β = 0.26, p < 0.01; Model 5 of Table 5); the effect of self-efficacy was no longer significant (β = 0.01, ns). These results suggested that job engagement fully mediated the relationship between self-efficacy and employees’ voice behavior

Summary

Introduction

In the rapidly changing business world, organizational sustainability is a vital goal for long-term success [1]. To achieve and maintain sustainability, employees’ job engagement can serve as a crucial driver of organizational performance and sustainable success [2]. Engaged employees tend to maintain enthusiasm and vigor toward their job, and often demonstrate a strong commitment to their organization [3,4]. For this reason, they are expected to successfully perform their tasks and often go beyond the call of their duties [3]. Given that organizational sustainability concerns social performance, which is deeply related to the process of improving employees’ wellbeing, job engagement may be the key aspect of social performance that can lead to the achievement of organizational sustainability [1,7]

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