Abstract
This study aims to develop and test a holistic model that depicts and examines the relationships among job autonomy, its drivers, as well as autonomous motivation and influence employee engagement. This research is among the first works to deal with such a complex framework that considers the interrelationships among numerous constructs and their effects on employee engagement. A questionnaire was designed to measure the influence of Job autonomy and its drivers on employee engagement while taking into consideration the impact of turbulent times and organizational commitment on these relationships. Data collected from a sample of 317 respondents working in Ethiopian commercial banks were used to test the proposed relationships. The relationships were analyzed using partial least squares structural equation modeling (PLS-SEM) using the Smart PLS 3 software and SPSS version 26. PLS is a well-established technique for estimating path coefficients in structural models and has been widely used in a number of research studies. The proposed model proved to be fit. The findings of this study suggest that creating job autonomy and assuring autonomous motivation, may help companies gain employee engagement and enhance their performance. The adoption and implementation of such activities are driven by method, criteria, and scheduling autonomy. The successful implementation of these practices requires considering the level of turbulent environment and organizational tenure. The hypotheses were supported, and implications were discussed
Highlights
The twenty-first century workplace has become a more complex environment
Researchers have looked into Job Autonomy effect on Employee Engagement. (Ocampo et al, 2018), for example, declared that superior organizational performance depends on how workers exert effort in performing them in-role and extra-role requirements
Engagement has been found to be positively related to organizational commitment and negatively related to intention to quit, and is believed to be related to job performance and extra-role behavior (Schaufeli and Bakker, 2004; Sonnentag, 2003)
Summary
The twenty-first century workplace has become a more complex environment. Various economies are highly integrated, resulting in more competitive work situations. With the current trends in the workplace, Employee Engagement can play an important role in increasing organizational effectiveness through employee behavior (Chung & Jeon, 2020). According to (Lussier & Hendon, 2019) globalization, rapid technological and communications advancements, continuous political instability, and changes in workforce demographics are among the factors which increased competition in different industries. Human resource flexibility is seen as beneficial for businesses to adapt to the constantly changing environment (Ocampo et al, 2018). In this highly competitive business environment, employees are considered a source of competitive advantage. Researchers have looked into Job Autonomy effect on Employee Engagement. A strong line of research agrees that HR practices are essential since they signal to employees that the organization values them, and this gives rise to a feeling of obligation among employees to perform their duties well for the benefit of the company (Fu, 2013; Westover, 2014; Deutscher et al, 2016; Konsolas & Konsolas, 2018; Hamid et al, 2019)
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