Employer–employee solidarity and work engagement: the mediating role of co-workers' solidarity

Organisations within the banking industry are increasingly confronted with attraction and retention challenges within their Information Technology (IT) divisions, driven by an increase in demand for skilled resources within the market. Therefore, the primary objective of the study was to explore the impact of job resources and job demands on work engagement and employee turnover intentions within the IT division of a South African bank. The Job Demands-Resources (JD-R) model was applied as theoretical framework to identify the unique job resources and job demands driving work engagement and turnover intentions of employees within this highly specialised section of the South African banking industry. Quantitative data was collected from 239 IT professionals via a self-administered, web-based survey measuring work engagement, job demands and resources, and turnover intentions. After confirmation of the factor structures of each of the variables, the direct and indirect relationships between the variables were analysed. The results indicate statistically significant relationships between job resources, work engagement and turnover intentions. Job demands moderated the relationship between job resources and work engagement, whilst work engagement mediated the relationship between job resources and turnover intention. By applying the JD-R model as a theoretical framework for the study, the unique job resources and job demands as drivers of work engagement and turnover intentions of IT employees could be highlighted to direct the development of focused work engagement and retention strategies.

Job demands–job resources (JD-R) model, work engagement, and well-being of cruise ship employees

This study presents the Job Demands-Resources (JD-R) model to investigate employees’ organizational commitment. The purpose of this study is to examine the effect of job demands and job resources on organizational commitment, as well as the mediating effect of work engagement, in the context of Indonesian state-owned enterprises. Data were gathered using a questionnaire from 115 employees of a state-owned enterprise. Partial Least Squares - Structural Equation Modeling (PLS-SEM) was performed to analyze data. Results of data analysis indicate the negative influence of job demands and positive influence of job resources on organizational commitment. Also, work engagement mediates the effect of job demands and job resources on organizational commitment. The results of this study give a contribution to both theoretical and practical viewpoints. At the theoretical level, this study contributes to the literature on organizational commitment theory and the JD-R model. From the practical viewpoint, the study findings offer insight for Indonesian state-owned enterprises management to enhance employees’ organizational commitment by considering job demands, job resources, and work engagement of employees.

Orientation: Mining companies are major sources of employment in South Africa. Withstanding the challenges that the mining industry faces, maintaining work engagement of employees is essential to success in this context.Research purpose: To investigate the mediating effect of job and personal resources (in parallel and serial) in the relationship between the job demands and work engagement of employees at two iron-ore mines in a remote South African locale.Motivation for the study: Most South African research on work engagement in the mining industry focuses on the role of job resources. There is a lack of research investigating the influence of both job and personal resources in the relationship between job demands and mineworkers’ work engagement.Research approach/design and method: Data were collected using questionnaires from 238 employees working for two open-pit iron-ore mines. Three mediating relationships were investigated using variance-based structural equation modelling.Main findings: The results indicate that job and personal resources (in parallel) partially mediated the relationship between job demands and work engagement, with personal resources having a stronger effect than job resources. In addition, job and personal resources (in serial) partially mediated the relationship between job demands and work engagement but not as strongly as personal resources (in parallel).Practical/managerial implications: Despite job demands, mineworkers’ work engagement can be increased by investing in interventions and a work environment that enhances job and personal resources (such as mindfulness and psychological capital).Contribution/value add: The study bridges a specific gap in the literature by exploring the role of both job and personal resources (i.e., mindfulness and psychological capital) in the relationship between mineworkers’ job demands and work engagement. No previous studies explored these variables in combination in the South African mining industry.

Transformational leadership and work engagement in public organizations: promotion focus and public service motivation, how and when the effect occurs

This paper investigates the factors influencing work engagement among local Vietnamese staff in multinational corporations by focusing on the impacts of work motivation and work-life balance on work engagement. It explores the role of salary, bonuses, financial rewards, and career promotion in shaping employees’ motivation. A structured questionnaire was administered to 279 respondents working at Samsung Electronics Vietnam Co., Ltd. The collected data were analyzed using the partial least squares structural equation modeling (PLS-SEM) techniques and SmartPLS software. The findings reveal that career promotion opportunities significantly influence work motivation, surpassing salary, bonuses, and financial rewards. Work motivation and work-life balance positively affect work engagement, with work motivation exhibiting a more substantial impact. The study emphasizes the importance of clear career paths and growth opportunities in enhancing employee work motivation and engagement. It also underscores the need for organizations to create a supportive work environment, offer competitive compensation packages, and implement recognition programs. These findings have practical implications for multinational corporations operating in Vietnam, highlighting the significance of prioritizing employee career progression, promoting work-life balance, and fostering a motivating work environment.

According to the Job Demand-Resource Theory, job demands, job resources, and personal resources significantly influence employee performance through work engagement (Bakker & Demerouti, 2017). Furthermore, performance is also affected by demands and resources originating from the family context (Brummelhuis & Bakker, 2012). This study aims to examine the impact of job demands, job resources, and family demands on work engagement, with self-efficacy as a moderating variable. The research was conducted at the Central Statistics Agency (BPS) across various districts/cities in North Sumatra Province, using a sample of 309 employees. The sampling technique employed was systematic random sampling, and the data analysis method used was Partial Least Square-Structural Equation Modeling (PLS-SEM). The study's findings show that both job resources and self-efficacy significantly and positively impact work engagement. This suggests that increases in job resources and self-efficacy are associated with enhanced work engagement. Conversely, job demands and family demands did not significantly affect work engagement. Additionally, the findings reveal that self-efficacy does not significantly moderate the relationship between job demands, job resources, family demands, and work engagement.

Leadership has an effect on constructive or deviant behaviour and the work engagement levels of employees. Considering the current economic and social climate of Namibia, it is of utmost importance that leaders initiate and identify ways in which work engagement can be enhanced. Making use of an electronic survey (survey research), this study investigated the effects of different leadership styles on work engagement of employees in the Khomas region. An analysis of the data was done with SPSS (version 24), making use of Pearson’s correlation and Stepwise multiple regression. Work engagement reported a negative relationship with transactional and laissez-faire leadership; a positive relationship was reported with transformational leadership. Transactional (negative) and transformational (positive) leadership were found to be significant predictors of work engagement. Leaders need to avoid compulsive focus on the mistakes or failures of employees. Focusing constantly on mistakes, problems and failures may cause anxiety amongst employees and halt work engagement. Work engagement can be enhanced when leaders clearly and confidently communicate performance standards and expectations; provide praise and recognition; involve employees in decision making whilst discussing different approaches to task completion; and help to develop employees based on their individual strengths and abilities. This study may add to existing knowledge within Industrial/Organizational Psychology, leadership and interventions to improve work engagement and performance of employees.

This study aims to analyze the influences of competency and compensation on employee performance as mediated by work engagement. The population of this study is permanent employees at PT Balai Pustaka (Persero) with a total sample of 69 (sixty-nine) employees. The data analysis method uses Structural Equation Model-Partial Least Square (SEM-PLS) using SmartPLS 3.2.8. The results found that competency has positive and significant impact on employee performance and work engagement; compensation has positive but insignificant impact on employee performance, on the other hand compensation has positive and significant impact on work engagement; work engagement has negative and insignificant impact on employee engagement. Meanwhile, work engagement does not mediate both competency and compensation on employee performance. The company leadership is suggested to increase employee’s competency to increase employee performance.

Enhancing organizational development: The role of green empowerment and participation and inclusive leadership after COVID-19 pandemic

Abusive behavior in organizations is widely acknowledged to increase employee turnover intention, but the exact nature of this relationship remains debated in academic circles. This study aims to validate a structural model integrating employee engagement and work engagement as mediators between abusive leadership and turnover intention, addressing a gap in the current literature. This study used Harry King Nomogram sampling techniques, and primary data was collected from 111 employees working in the digital company sector. Utilize surveys to collect data, and then use SmartPLS’s Confirmatory Factor Analysis and Structural Equation Modeling to evaluate research model hypotheses. The hypothesis test shows that abusive leadership negatively impacts employee engagement and work engagement, employee engagement negatively impacts turnover intention, and work engagement negatively impacts turnover intention. However, the positive impact of abusive leadership on turnover intention was not supported. The mediation analysis between abusive leadership and turnover intention, conducted through employee and work engagement, demonstrated a comprehensive mediation effect. Abusive leadership was not proven to positively affect turnover intention, which means that how abusive the leadership behavior is is not why employees increase internal turnover. However, turnover intention can be increased when employees are not involved personally or in work. Organizations must ensure that they always carry out work engagement and employee engagement as an alternative to retaining employees.

The aim of the paper is to research the interrelationships between variables – the support of the direct manager (SDM), work engagement (WE), organisational trust (OT), and job autonomy (JA) in enterprises operating in agriculture. Both direct and indirect effects affecting the increase in work engagement of agrarian employees are analysed. For the data collection, a questionnaire survey among the employees of agrarian enterprises in Slovakia was used (680 respondents). For testing, we applied the theoretical research model and purposed hypotheses with the partial least squares structural equation modeling (PLS-SEM) method through the SmartPLS 3.0 software. The findings point out the existence of a statistically significant relationship between SDM and WE, which is, though, weaker than the overall effect by involving the mediation variables. Both mediation variables (OT and JA) separately increase the overall effect, but their common mediation influence mainly has a substantial significance. The intensity of the researched relationship increases with the length of employment. In the case of the employee's age and the size of the agrarian enterprise, there was a negative moderating effect on the relationship of the main proven variables.

Employee engagement is the key factor in any success in the organization’s growth, quality, and good performance. This study conducted to shed insights on the effect that job resources, job demands, and uncertain working environments have an impact on the banking industry in South Sudan. The study focused on addressing the following objectives: To find out the relationships between job demands, job resources and employee engagement in the context of South Sudan; to explore the role of uncertain working environment on employee work engagement. We received the final responses from a sample of 160 employees. The quantitative research technique was used by analyzing our data via SPSS software. The study found that job resources positively affect employee work engagement, job demands had a negative significant influence on the relationship between job resources and employee work engagement. The uncertain work environment also negatively moderates job resources and work engagement relationships.

In times past, researchers have studied different variables that predict work engagement of employees but few of such studies have looked at the influence of hardiness and supervisor support on employees’ work engagement especially in Ogun State, Nigeria. This study therefore, examined the extent to which hardiness and supervisor support influence the work engagement of employees in public and private tertiary institutions in Ogun State, Nigeria. A sample of 476 employees selected through stratified random sampling technique was used. Hardiness, supervisor support and work engagement of employees were measured with standardized scales while three hypotheses postulated were analyzed with multiple regression and correlation analysis at .05 level of significance. Findings reveal that 43% of the variance in work engagement were accounted for by hardiness and supervisor support showing that hardiness and supervisor support jointly contributed to employees’ work engagement (F(2, 473) = 181.496, p .05) which had no significant contribution. Finally, there was a significant positive relationship between supervisor support and work engagement ((r = .659, p .05), and hardiness and supervisor support (r = .037, p > .05) These findings stress the important role of hardiness and supervisor support on the work engagement of employees. Implications of these findings is that managers need to create and boost needed managerial support at the various levels of employment to enhance employee engagement to meet organisational goals. Although hardiness is found to have no significant influence on work engagement, yet it is noted that individuals who are high in hardiness may be more likely to build and maintain a social network compared to those who are low in hardiness, hence the result of this research may be significant to employers on manpower development for better work commitment and engagement. It would therefore, be beneficial to provide hardiness trainings to new hires in the work place since previous researches has established that hardiness training may increase levels of hardiness in workers improving their job performance while leading to a reduction in attrition rate.

The business success of pharmaceutical companies in achieving sales targets amid increasingly fierce market competition is highly dependent on the presence of a strong and efficient marketing team. This study aims to explore the impact of talent management on medical representatives’ performance in Indonesia, as well as to analyze the mediation role of employee ambidexterity and work engagement. This study used a quantitative approach involving 167 medical representatives as a sample. Data were collected through questionnaires distributed online and offline. The paper used structural equation modeling-partial least squares (SEM-PLS) for data analysis. The study’s results partially show that talent management, employee ambidexterity, and work engagement can significantly increase medical representatives’ performance (< 0.05). Furthermore, talent management significantly increases employee ambidexterity and work engagement (< 0.05). In addition, an indirect effect was found, where talent management can significantly improve medical representatives’ performance mediated by employee ambidexterity and work engagement (< 0.05). Employee ambidexterity can significantly increase medical representatives’ performance mediated by work engagement (< 0.05). These findings prove that talent management, employee ambidexterity, and work engagement are essential to improve medical representatives’ performance. In addition, these results also can develop more efficient marketing and human resource management strategies in the pharmaceutical industry in Indonesia.