Do psychological and sociological capitals predict employee engagement

Nasser Saad Alkahtani,M.M Sulphey,Anas Hamad Elneel Adow,Kevin Delany

doi:10.5267/j.msl.2020.10.021

Abstract

Employee engagement is a concept that is capable of predicting various employee outcomes. It could directly influence the success of any organization and its overall financial performance. The present study was undertaken to determine the relationship between Psychological and Social capitals and employee engagement. Data for the study was collected randomly from 395 respondents. Structural equation modeling was used to analyze the collected data. The data was found to be powerfully fitting, with all the indices having values above the thump's identified rules. The results indicated positive relationships between the constructs. The results of the study have multiple theoretical and practical implications.

Highlights

Employee engagement (EE) is the emotional and intellectual commitment that an individual, as an employee, feels towards his/her respective organization (Richman, 2006; Saks, 2006)
The measurement model having been validated using confirmatory factor analysis (CFA), the Structural Equation Modelling (SEM) was done with the package using semopy, in the Python platform (Igolkina & Meshcheryakov, 2020), with a view of assessing the relationships among the variables and test the various hypothesis formulated for the study
Though many studies have been undertaken to explore the antecedents and consequences of Psychological capital (PsyCap) (Al-Kahtani et al, 2020), this is the first such study that examined its relationship with Social Capital and EE in the kingdom of Saudi Arabia

Summary

Introduction

Employee engagement (EE) is the emotional and intellectual commitment that an individual, as an employee, feels towards his/her respective organization (Richman, 2006; Saks, 2006) It is considered as the discretionary effort of employees displayed at the workplace (Frank et al, 2004). Substantial evidence exists to show the positive influence of EE on employee attitudes, behavior, and individual and organizational outcomes/performance (Sandhya & Sulphey, 2020; Schaufeli & Bakker, 2004; Shuck & Wollard, 2010). A few precursors identified include job fit (Shuck et al, 2011), affective commitment (Hoffman & Woehr, 2006; Robinson et al, 2004; Shuck & Rocco, 2011), job characteristics (Saks, 2006), etc

Methods

Results

Conclusion