“Investigating the Relationship between Employee Profiles and Job Engagement across Government and Non-Government Organizations in Borongan City, Eastern Samar”

The purpose of this study is to propose a human resource management (HRM) plan to raise the job engagement of hotel employees. High-commitment HRM, workplace happiness, and mental health were set as the leading variables influencing job engagement. Workplace happiness and mental health were established as the variables that mediate the relationship between high-commitment HRM and job engagement. The samples in the study are defined as employees of 4- or 5-star hotels in Seoul, South Korea. The results of this study on 308 samples showed that high-commitment HRM positively affects hotel employees’ happiness, mental health, and job engagement. Workplace happiness and mental health partially mediate the relationship between high-commitment HRM and job engagement. The research’s design and results provide the basis for extending the range of the rationale for describing job engagement from the social exchange theory to the signal theory and the broaden-and-build theory of positive emotion. They also provide practical implications for raising the engagement of hotel employees.

PurposeThis paper aims to study the interlink between work-life integration, job contentment and employee engagement. The notion of how far work-life balance (WLB) policies have a throwback on employee engagement has been presented with shreds of evidence of previous studies carried out in the timeline of 2005–2021 in India. The purpose is to bring forward comprehensive studies together, which are available on piecemeal form in the fragmentary form, to draw a firm conclusion about work-life integration policies and their parallelism with job engagement and organizational effectiveness. Furthermore, this study intends to develop a theoretical framework using Dubin’s methodology on organizational effectiveness in relation to work-life integration, job contentment and employee engagement.Design/methodology/approachThis study is based on systematic literature review of papers reviewed from across databases of Scopus, Emerald, EBSCO and Google Scholar. The keywords used for the search were WLB, work-life integration, job satisfaction, job contentment and organizational effectiveness and also a combination of these words was used to pull down the relevant papers. A systematic literature review was undertaken on the topics of work-life integration, employee engagement and organizational effectiveness. These articles were then read and scanned with the overview on abstract and further these articles were selected on the basis of relevance to the current study. Those articles which showed interconnectedness between the identified variables of organizational effectiveness in relation to work-life integration, job contentment and employee engagement as antecedents were reviewed and a theoretical framework model is put forth using first part of Dubin’s methodology (1978) for theory building. The posited Model named A4 on organizational effectiveness using deductive approach is built on constructs, interaction, logic and propositions (Whetten, 1989).The theory will be functional in nature. With the given wealth of evidence, the injecting effect of work-life integration on employee engagement and pouring impact on organizational effectiveness becomes more transparent and clear. The authors have proposed a model for better organizational effectiveness through work-life integration policies.FindingsOne of the essential ingredients for better employee engagement is work-life integration policies, and organizational effectiveness becomes the by-product of the same. Innovative and friendly WLB policies assist employees to be more productive, dedicated and committed, resulting in better employee engagement which in the long run benefits the company in terms of effectiveness. WLB policies help to flatter down the burgeoning impact of complex work life on employee productivity and engagement. This paper concludes on the healing effects of WLB policies on employee engagement and organizational effectiveness and also proposes a model at the end. The posited model presents the antecedents for achieving organizational effectiveness.Research limitations/implicationsBecause the study is conceptual in nature with the proposed model, more empirical-based studies by experts with relevant stakeholders will add more rationalization to the current study.Originality/valueOrganizational effectiveness is the key to survival in today’s complex and competitive world. The authors investigated how organizational effectiveness can be achieved with WLB policies, which can have a linear impact on employee engagement, and ultimately organizations can bear the flowerings of positive output. This linkage and coupling between WLB policies, job contentment, employee engagement and organizational effectiveness deserve attention which the authors have attempted to explore. The outcome and results of the study will contribute to the existing literature in a more meaningful manner and will assist human resource development and policymakers to achieve organizational goals with driving employees. Managers will gain insight into the identified theoretical framework model for its implementation in organization. Future researchers with empirical studies can test the proposed theory to determine its success at organizational level.

Purpose This study aims to examine the impact of corporate visual identity (CVI) on employee job satisfaction, engagement and loyalty within non-governmental organisations (NGOs) in India. This study examines how elements of CVI, visual coherence, symbolic meaning and aesthetic appeal influence organisational identification and internal outcomes, thereby extending the theoretical frameworks of product effects and organisational identification theory. Design/methodology/approach A mixed-methods approach combining qualitative interviews and quantitative surveys was used. Data were collected from 414 NGO employees across India using a 7-point Likert scale to measure perceptions of CVI and its influence on job satisfaction, engagement and loyalty. Structural equation modelling was employed for hypothesis testing. Findings The results indicate that CVI elements significantly impact job satisfaction, with symbolic meaning showing the strongest influence. Organisational identification factors such as perceived organisational prestige and identity congruence significantly affect job engagement, which in turn strongly predicts employee loyalty. These findings underscore the strategic importance of CVI in fostering intrinsic motivation and organisational commitment within resource-constrained NGOs. Practical implications NGOs can leverage CVI as a non-monetary strategy to enhance employee satisfaction, engagement and loyalty. Investments in coherent, aesthetically appealing and symbolically meaningful branding can improve internal organisational dynamics and employee retention, which are crucial for mission-driven organisations operating under financial constraints. Originality/value This study contributes to the underexplored field of CVI’s internal impact on NGO employees by offering empirical evidence of its role in driving job satisfaction, engagement and loyalty. It extends organisational identification theory by linking CVI elements with employee outcomes in a non-profit context.

The pandemic has put a toll on businesses across the globe, especially power generation as an essential service. The role of leadership is exemplary in driving job engagement in the power sector. The study aims to explore the impact of a leader’s inspirational motivation and individualized consideration on employee job engagement in the Indian power sector. This study is quantitative exploratory research. Using a validated questionnaire, 444 survey responses were taken from executives of major Indian electricity generation utilities. Inspirational motivation and individualized consideration were taken as independent variables, while employee engagement and its components were taken as dependent variables. Statistical methods of simple and multiple correlations were performed using SPSS version 25. According to the findings, the components of transformational leadership have a positive and significant impact on employee engagement (r = 0.463) and its facets of vigor (r = 0.425), dedication (r = 0.455), and absorption (r = 0.267), respectively. In addition, the finding outlines that transformational leaders propagate their high power and enthusiasm to their workers through inspirational motivation to increase their job engagement. The paper also highlights the role of a leader as a coach and mentor through individualized consideration to cater to followers’ need for growth and achievement. These findings expand the literature on leadership and employee engagement in the Indian power sector.

The purpose of this study is to identify multi-analyses among Job Demands, Job Resources, Job Engagement and Turnover Intention of hotel employees. The data is collected from employees of Deluxe hotel located in Seoul, Korea. The empirical results are as follows.BR First, job demand has negative effects on job engagement of hotel employees. Second, job resources have positive effects on job engagement of hotel employees. Third, job demand has positive effects on turnover intention of hotel employees. Fourth, job resources have minimally negative effects on turnover intention of hotel employees. Lastly, job engagement has negative effects on turnover intention of hotel employees. In conclusion, the organizations of hotel do their formal and informal systematic efforts to increase the job engagement and to reduce the turnover intention by strategical management of the job demand and job resources of hotel employees.

Background and Aim: This investigation explores the link between employee engagement and job satisfaction at ICBC Bank in China, using John Kotter's 8-step Change model for organizational development interventions (ODI). The study aims to identify and improve job engagement factors through an action-oriented approach. Data was collected from 33 employees at the ICBC Shenyang Hunnan Branch using a survey tool, analyzing variables such as managers' leadership styles, employee communication competence, job satisfaction, and employees’ job engagement. Materials and Methods: The mixed-method research strategy analyzed the differences in variables before and after the ODI phase using a paired sample t-test. The organization development intervention (ODI) activities included group dynamics, appreciative inquiry, coaching leadership, goal setting, and team building to modify leadership styles, motivation, and communication competence and influence employees' job satisfaction and engagement. Results: The post-ODI results indicated significant improvements in leadership styles, motivation, communication competence, and subsequently, job satisfaction and engagement among employees. "The researcher's recommendation promises to deliver significant results by implementing the ODI design in as many as 250 ICBC branches in Shenyang. This approach paves the way for a more efficient and streamlined banking operation to enhance employee satisfaction and engagement. Conclusion: Quantitative and qualitative results prove that the IVs are significantly related to the intervening variables. In other words, as the IVs improve, the intervening variable also improves. The study underscores the efficacy of targeted OD interventions in enhancing job satisfaction and engagement, offering a model for broader application within the banking sector

Job engagement is considered as a significant topic in organizational research due to its many effects on the overall wellbeing of the organization. One of the most important management-focused concepts is Employee Engagement which helps to compete and perform in a turbulent and competitive environment in order to achieve organizational goals and objectives. Personality is one of the antecedents to job engagement. In this study, an attempt was made to identify the relationship between personality and job engagement in leading private healthcare organizations in Colombo district, Sri Lanka. A structured questionnaire with two instruments, including 47 questions was used to test the hypotheses. This research work was carried out covering a sample of 260 out of 800 nursing staff attached to the leading private healthcare organizations in Colombo district, Sri Lanka. Responses from the survey were statistically analyzed with Pearson’s correlation coefficient and multiple regressions using 23.0 version of SPSS software. The results of the study expressed that there is a positive moderate relationship between personality factors (neuroticism, extraversion, openness to experience, agreeableness and conscientiousness) and job engagement of employees. However, Neuroticism also positively correlates with job engagement by opposing previous research findings. On the other hand, conscientiousness is considered as the most determinant personality trait on job engagement. This study will help to get a better understanding of nursing employee’s personality and its relationship to their job engagement. This understanding can also better inform administrators to comprehend the importance of dispositional factor in determining job engagement.DOI: http://doi.org/10.31357/fhss/vjhss.v05i02.02

Society 5.0, industry 4.0, globalization, digitalization, and even pandemic have changed the whole labor market. Thus, the market expands, and the need for employees is very high. Nowadays, employers face with huge lack of qualified and even unqualified workforce. On the contrary, employees are unwilling to change their workplace, return to normal contract work, or even start work. They become less engaged in all organizational processes and performance. Organizations are forced to think about employee attraction, retention, and engagement by applying various modern instruments and methods. Employee engagement is a trending topic among human resource managers because it directly correlates with organizational performance, customer satisfaction, and even its financial results. It helps to retain employees, explode their competencies, and improve organizational results. In this paper, employee engagement could be defined as individual, job, and organization engagement. Gamification is a powerful tool that increases employee engagement because it allows transforming boring and routine tasks into interesting and meaningful activities and engaging employees. Gamification motivates employees, providing the mean or satisfying internal or external needs. Regular engagement methods already could not achieve key purpose indicators, so gamification could be one of the new ways of work. Although organizations are highly interested in gamification application possibilities, there is a relative lack of research concerning gamification in employee engagement growth. This paper aims to identify how gamification affects employee engagement – individual, job, and organizational. The quantitative empirical research evaluated the theoretically grounded framework of gamification and employee engagement. The results showed that gamification has the strongest impact on individual and job engagement. In the process of assessing the engagement factors and gamification relationship, gamification makes the most substantial impact on reward and recognition, procedural justice, feedback, distributive justice, perceived supervisor support, career, knowledge, learning, and development opportunities.

PurposeThe purpose of this study is to investigate the impact of high-performance (HP) human resource (HR) practices on employee job engagement and organizational citizenship behavior (OCB) and the moderating effects of transformational leadership.Design/methodology/approachA sample of 268 employees from the US and a sample of 288 employees from South Korea (SK) were used for examining the hypotheses.FindingsThe results illustrated that high-performance HR practices (HPHRP) significantly predicted employee job engagement and OCB in SK. Transformational leadership was found to moderate the associations of HPHRP with employee job engagement and OCB in SK, while in the US, transformational leadership only moderated the relationship between HPHRP and OCB.Practical implicationsTransformational leaders reinforce the quality of the employee–organization relationship and strengthen the impact of HPHRP on employees' positive work-related behaviors.Originality/valueThis study contributes to the understanding of employees' organizational behavior as exploring the relationships of HPHRP, transformational leadership, job engagement and OCB.

Almost every organization aspires to gain a competitive advantage through innovation and creativity. In recent years, researchers have become increasingly interested in the factors that foster or inhibit innovative work behaviour (IWB) and employee engagement. In this study, we used the conservation of resources (COR) theory to examine the influence of abusive supervision on employee job engagement and IWB via a mediator, namely, social network service (SNS). We also investigated the moderating effect of organizational support in this study. Our hypothesized model is supported by multisampling field data sets. We conducted two independent studies to carry out this research. Data were collected from information technology (IT) firms in Study 1 and consultancy companies in Study 2. Multisampling field data sets provided support for our hypothesized model. We found that abusive supervision harms employee job engagement and IWB, both directly and indirectly through SNS addiction (Study 1). In Study 2, we used time‐lag data to replicate the findings of Study 1. We also found in Study 2 that organizational support reduced the positive relationship between abusive supervision and SNS addiction. The indirect link between abusive supervision and employee work outcomes is significantly influenced by organizational support. Implications and future research directions are also discussed.

This study focused on the interaction between organisational culture, organisational citizenship behaviour and job engagement. Culture has an important role in affecting organisational performance. Organisational cultures also have an effect on the individual level in terms of influencing employee's job satisfaction, commitment and job engagement. This study was based on a sample of 127 employees working in Egyptian private organisations. A combined questionnaire with seven-point Likert scale was used. Results indicated positive associations between culture, and job engagement and organisational citizenship behaviour, individually. Job engagement mediated the relationship between organisational culture and organisational citizenship behaviour. Further analyses, limitations and future research recommendations are discussed.

COVID-19: The effects of job insecurity on the job engagement and turnover intent of deluxe hotel employees and the moderating role of generational characteristics

Designing and Validating a Job Engagement Model for the Employees in the Banking Industry: A Mixed Approach

As the global economy is progressively knowledge driven, and with a global skills shortage, intellectual capital has become a source of competitive advantage for organizations. Likewise, in this 21st century, the success of an organization depends on dynamic and diverse environmental influences. One of the issues is managing outflow of employees from the organisations, as proliferation of turnover will lead the organizations towards weak competition. Considering the banking sector as an industry heavily relied on human resources, it is always a priority issue. Similarly, employee job engagement is also one of the factor which create an impact on the organisation. It has a vital adobe in understanding employees' job engagement and more vital while understanding, predicting and managing the turnover intentions. That's lead finally towards understanding actual turnover. This research study focuses on the employees' job engagement and its relationship, impact and demographic mediation towards employees' turnover intentions in Nepalese private banking industry context. The research concludes showcasing the negative effects of employees' job engagement on the turnover behavioral decision of an employees in banking industry in Nepal. Age mediate in job engagement and gender mediate the turnover intentions.

PurposeThe purpose of this paper is to explore the connections between employee engagement, positive organizational psychology and an individual’s ability to adapt to ongoing organizational change.Design/methodology/approachThe literature on individual adaptability, positive organizational psychology and employee engagement is reviewed. A model that suggests that a positive work culture enhances employee engagement and in specific cases leads to increased adaptability is developed.FindingsWhile organizational engagement will have a positive effect on the individual’s ability to adapt to changes, job engagement will have the opposite effect, uncovering potential obstacles to change management in organizations.Research limitations/implicationsSuggestions for future research are provided with the intent to further academic research in this area. This model can serve as a starting point for future research design and can be tested in organizations undergoing various changes.Practical implicationsA positive culture fosters both job and organizational engagement within an organization. Managers can understand how to cultivate a positive, engaged environment for employees while understanding how certain job changes might have both positive and negative effects on an individual’s ability to adapt.Originality/valueA model for identifying relationships between positive organizational behaviors, two types of employee engagement (organizational engagement and job engagement) and an individual’s ability to adapt to change is helpful to researchers and practitioners alike.