Job insecurity, leadership empowerment behaviour, employee engagement and intention to leave in a petrochemical laboratory

Sonet Van Schalkwyk,Sebastiaan Rothmann,Adriaan S Bothma,Danie H Du Toit

doi:10.4102/sajhrm.v8i1.234

Sonet Van Schalkwyk, Sebastiaan Rothmann + Show 2 more

Open Access

https://doi.org/10.4102/sajhrm.v8i1.234

Copy DOI

Abstract

Orientation: Engaging individuals at work plays an important role in retaining them. Job security and leadership empowerment behaviour are antecedents of employee engagement.Research purpose: The objective of this study was to investigate the relationship between job insecurity, leadership empowerment behaviour (as perceived by the employees who report to leaders), employee engagement and intention to leave their jobs in a petrochemical laboratory.Motivation for the study: Knowledge of the effects of job insecurity and leadership on employee engagement and turnover intention will contribute to improved talent management.Research design, approach and method: A correlational design was used. A total of 169 employees in a petrochemical laboratory were studied. The measuring instruments included the Job Insecurity Index, the Leadership Empowerment Behaviour Questionnaire, and the Utrecht Work Engagement Scale. Two questions were used to measure intention to leave.Main findings: The results showed that job insecurity was not statistically significantly related to employee engagement and turnover intention. Leadership empowerment behaviour contributed statistically significantly to employee engagement and low turnover intention. Employee engagement partially mediated the relationship between leadership empowerment behaviour and turnover intention.Practical implications: Leaders should be developed to show empowerment behaviour, because it affects employee engagement, which in turn affects their turnover intentionContribution: This was the first study that demonstrated the effect of empowerment behaviour of leaders on the engagement and turnover intention of employees.

Highlights

Despite South Africa’s potential to compete globally, numerous challenges remain
Main findings: The results showed that job insecurity was not statistically significantly related to employee engagement and turnover intention
The objective of this study was to investigate the relationship between leadership empowerment behaviour, job insecurity, employee engagement and intention to leave in a petrochemical laboratory

Summary

Introduction

Despite South Africa’s potential to compete globally, numerous challenges remain. Skills shortages and the high unemployment rate have had a negative impact on the availability of competent people in the country. Staff costs are rising because of the shortage of skilled individuals and the ‘brain drain’ characterised by the emigration of highly skilled people to Europe, the United States of America and Australia (Peralta & Stark, 2006). The chemical industry is faced with the challenge of retaining talented employees, especially among the previously disadvantaged groups (Peralta & Stark, 2006). Engaging the individuals at work plays an important role in retaining them. Employee engagement is influenced by work-related factors (Schaufeli & Bakker, 2004). Two specific factors are relevant for the purposes of this study, namely the empowerment of employees by leaders and job security. Job insecurity increased as a result of economic recessions, new information technology, industrial restructuring and accelerated global competition (De Witte, 2000; Greenhalgh & Rosenblatt, 1984; Hartley, Jacobson, Klandermans & Van Vuuren, 1991; Rothmann & Cooper, 2008)

Objectives

Methods

Results

Conclusion