Abstract
Introduction:The last two decades had witnessed an increased interest in employee engagement by the academician and the practitioner. The reason for such interest is employee engagement potential to influence the individual and organizational level consequences.Methods:Hence, the current study's objective was to identify the key antecedents and consequences of employee engagement and establish their inter-relationship. Apart from this, the study also validates the different scales to measure different antecedents and consequences of employee engagement. The data were collected from 656 employees working in the FMCD industry in India to achieve this objective.Results:Results of the structural equation modeling analysis show that perceptions of organizational justice positively impact employee engagement. Further, employee engagement positively impacts satisfaction with life, positive affect, and organizational citizenship behavior.Conclusion:However, employee engagement showed a negative relationship with negative affect and employee turnover intentions. In the end, the practical and theoretical implications of the study were discussed.
Highlights
The last two decades had witnessed an increased interest in employee engagement by the academician and the practitioner
Before applying the EFA, the researchers examined the sampling adequacy using the values of KMO (“Kaiser- Meyer Olkin”) and “Bartlett's test of sphericity”
This study examines the interrelationship among “perceptions of organizational justice, employee engagement, employee well-being, organizational citizenship behavior, and employee turnover intentions”
Summary
The last two decades had witnessed an increased interest in employee engagement by the academician and the practitioner. The reason for such interest is employee engagement potential to influence the individual and organizational level consequences. Employee engagement is characterized as cognitive, psychic, and behavioral effort for effective organizational performance by the employee [1]. Kahn described employee engagement as the “harnessing of organizational members' selves to their work roles”. Kahn mentioned that “people employ and express themselves physically, cognitively, and. Kahn initially suggests that there is a substantial correlation between engagement and other cognitive concepts, such as job contentment, loyalty, and inspiration [6].
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