Abstract
This study aims to investigate the impact of Job Satisfaction and Employee Engagement as Mediators between Job Crafting and Turnover Intention. By Examining 190 private sector employees in Saudi Arabia and using linear regressions Analysis and validated questionnaire, the results of the study show that (1) There is a positive relationship between job crafting and job satisfaction, (2) Job crafting is a positively related to employee engagement. Also (3) There is a positive relationship between job satisfaction and employee engagement. Whereas (4) Job satisfaction and turnover intention is negatively related to each other. Finally, it has been found that (5) There is a negative relationship between employee engagement and turnover intention. These findings suggest that the turnover intention of employees could be reduced through empowering employees by generating job-crafting behaviors. Thus, will lead eventually to job satisfaction and employee engagement. Keywords: job satisfaction, employee engagement, job crafting, turnover intention DOI: 10.7176/EJBM/13-7-09 Publication date: April 30 th 2021
Highlights
The rapid technological advancements and varying macro-environmental factors and their impact on an organization's microenvironment are increasing the heat of hyper-competitive corporate environment but stimulating a notable shift in the employment relationships as the employee turnover is increasing and employees’ loyalty is declining (Klehe, Zikic, Vianen, & Pater, 2011)
The data was collected through a self-administered questionnaire evaluating the study variables, i.e. job crafting, job satisfaction, employee engagement, and turnover intentions
The results indicated in the above table show that the job crafting was positively and significantly correlated with job satisfaction (r = 0.727, p < 0.001) and with employee engagement (r = 0.792, p < 0.001), significantly and negatively correlated with turnover intention (r = -0.586, p < 0.001)
Summary
The rapid technological advancements and varying macro-environmental factors and their impact on an organization's microenvironment are increasing the heat of hyper-competitive corporate environment but stimulating a notable shift in the employment relationships as the employee turnover is increasing and employees’ loyalty is declining (Klehe, Zikic, Vianen, & Pater, 2011). The research has suggested that, in this situation, job crafting, a bottomup job design, contributes to the realization of positive results because it increases the employees’ work engagement and job performance (Oprea, Barzin, Vîrga, Iliescu, & Rusu, 2019). In the promotion-focused job crafting, employees design their jobs considering challenges and resources, which raise the meaningfulness of the job tasks (Clausen & Borg, 2011), which, in turn, negatively impact the turnover intent (Chang, Wang, & Huang, 2013; Janik, 2015; Arnoux-Nicolas, Sovet, Lhotellier, Fabio, & Bernaud, 2016; Caillier, 2020). Considering the Job Demand- Resouce theory as a conceptual framework, some studies have suggested that job demands and job resources reduce the employees’ intent to leave the job (Podsakoff, LePine, & LePine, 2007; Jourdain & Chenevert, 2010; Jang, et al, 2017)
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