Predicting work engagement in Greek employees: The influence of perceived organizational support and self-efficacy

Transformational leadership and work engagement in public organizations: promotion focus and public service motivation, how and when the effect occurs

In times past, researchers have studied different variables that predict work engagement of employees but few of such studies have looked at the influence of hardiness and supervisor support on employees’ work engagement especially in Ogun State, Nigeria. This study therefore, examined the extent to which hardiness and supervisor support influence the work engagement of employees in public and private tertiary institutions in Ogun State, Nigeria. A sample of 476 employees selected through stratified random sampling technique was used. Hardiness, supervisor support and work engagement of employees were measured with standardized scales while three hypotheses postulated were analyzed with multiple regression and correlation analysis at .05 level of significance. Findings reveal that 43% of the variance in work engagement were accounted for by hardiness and supervisor support showing that hardiness and supervisor support jointly contributed to employees’ work engagement (F(2, 473) = 181.496, p .05) which had no significant contribution. Finally, there was a significant positive relationship between supervisor support and work engagement ((r = .659, p .05), and hardiness and supervisor support (r = .037, p > .05) These findings stress the important role of hardiness and supervisor support on the work engagement of employees. Implications of these findings is that managers need to create and boost needed managerial support at the various levels of employment to enhance employee engagement to meet organisational goals. Although hardiness is found to have no significant influence on work engagement, yet it is noted that individuals who are high in hardiness may be more likely to build and maintain a social network compared to those who are low in hardiness, hence the result of this research may be significant to employers on manpower development for better work commitment and engagement. It would therefore, be beneficial to provide hardiness trainings to new hires in the work place since previous researches has established that hardiness training may increase levels of hardiness in workers improving their job performance while leading to a reduction in attrition rate.

Each employee may have different level of work engagement. A company must wants its employees to have high level of work engagement so they can work vigorously, with good dedication and get fully immersed in the work. The grit, proactive personality, supervisor support and organizational support factors can be predicted to to be able to influence work engagement of the employees. This study aims to discover the effect of grit, proactive personality, supervisor support, and organizational support on work engagement on employees. The subject of this study was employees who work at companies in East Java. Quantitative method was applied in this study with 197 subjects in total using simple random sampling technique. Grit Scale, Proactive Personality Scale (PPS), Surveys of Perceived Supervisor Support, Perceived Organizational Support (POS), and Utrech Work Engagement Scale - 9 (UWES-9) were the instruments used in this study. The results of the analysis explain there was an effect of grit on work engagement on employees (p<.05), there was an effect of supervisor support on work engagement on employees (p<.05), there was an effect of organization support on work engagement on employees (p<.05), and there wasn’t an effect of proactive personality on work engagement on employees (p>.05). As for suggestions for further research, paying more attention to completeness and suitability when distributing questionnaires to respondent, and it is necessary to pay more attention to the characteristics of the research subjects and other factors that might affect employee engagement such as social welfare, quality of work life, and organizational culture.

Purpose The purpose of this study is to investigate how social capital resources (SCRs), proactive personality and perceived organizational support (POS) influence work engagement during the organizational socialization process through the lens of self-determination theory (SDT). Design/methodology/approach Drawing upon a sample of newly hired employees from diverse industries, data was collected using self-report measures. A total of 619 respondents’ data were qualified for analysis. Regression analysis and structural equation modeling with the bootstrap method were used for hypothesis testing. Findings Results indicate that newcomers who used effective organizational socialization tactics (OSTs) experienced higher levels of work engagement. Moreover, SCRs were crucial in shaping the relationship between OSTs and work engagement. Specifically, newcomers with greater SCRs exhibited increased work engagement, enhancing effective OSTs’ positive impact. Furthermore, proactive personality and POS traits moderate the relationship between SCRs and work engagement. Newcomers with a proactive personality were more likely to leverage their SCRs, leading to higher work engagement effectively. Practical implications This study underscores the importance of promoting social connections, organizational support, proactivity and positive relationships to enhance employee work engagement and overall well-being in the Pakistani context. Originality/value This study examines how SCRs, proactive personality and POS influence work engagement during organizational socialization, a novel area in newcomer adjustment. It highlights the importance of strategic socialization and targeted onboarding programs that enhance SCRs and proactive personalities. By integrating SDT with the cultural context of Pakistani organizations, it offers unique insights for improving newcomer adjustment and engagement.

EXAMINATION OF EMPLOYEE ALIGNMENT AS A PREDICTOR OF WORK ENGAGEMENT By Troy Pasion-Caiani Work engagement, which is defined as a positive affective-motivational state of fulfillment in workers, characterized by vigor, dedication, and absorption in a work role, has been shown to produce many benefits for both individuals and organizations. In the present study, employee alignment was introduced as an additional personal resource measuring employees’ attitudes and beliefs toward their organization, their leaders, and the mission, vision, and goals of their organization. Using a sample of 1,510 employees, this study examined perceived organizational support (POS), supportive leader behavior, and employee alignment as predictors of work engagement. Furthermore, this study tested the incremental validity of employee alignment in predicting work engagement above and beyond POS and supportive leader behavior. It was found that POS, supportive leader behavior, and employee alignment all positively predicted work engagement. Additionally, employee alignment was shown to have additive predictive validity above and beyond POS and supportive leader behavior. These findings suggest that if workers believe in their organization’s mission, vision, goals, leaders, and direction of the company, they are more likely to become engaged in their work role above and beyond perceived organizational support and supportive leader behaviors. Organizational strategies to increase work engagement through POS, supportive leader behavior, and employee alignment are suggested.

The study investigated Psychological Capital and Flourishing as Predictor of Work Engagement among Private Secondary School Teachers in Alimosho Local Government Area of Lagos State, Nigeria. Teaching is a very unique field which remains a means of building knowledge and skills in students for the purpose of functionality in the society. This study examined psychological capital and flourishing as predicting factors when it comes to coping with work, as it is believed that human resources and psychological strengths assist with improving an employee's work engagement. Research data for this present study was collected through the Psychological Capital Questionnaire (PCQ), Flourishing Scale (FS) and the Work Engagement Questionnaire (UWES-17). A sample of 224 teachers was selected for the study. The data was then analyzed using Statistical Package for the Social Sciences (SPSS). Independent T-Test and Multiple Regression Analysis are the test statistics employed. The study found that psychological capital and flourishing does influence work engagement amongst private secondary school teachers (R= .682a; F= 95.885; P < .000). The study concluded that high level of work engagement among teachers lead to many positive outcomes for an individuals, including increased productivity, job satisfaction, and retention.

This study aims to examine the influence of Perceived Organizational Support (POS) on work engagement among expatriate employees at PT.X. This research employs a quantitative approach with a correlational survey design, involving 40 expatriate employees working in various countries. The research instrument consists of a questionnaire comprising the POS scale and the Work Engagement scale. The correlation analysis results show a significant positive relationship between POS and work engagement, with a correlation coefficient of r = 0.62 (p < 0.01). Linear regression analysis indicates that POS significantly predicts work engagement, with a regression coefficient β = 0.57 (p < 0.01), and POS accounts for 38% of the variance in work engagement. These results suggest that perceived organizational support plays a crucial role in enhancing expatriate employees' work engagement. These findings also support social exchange theory, which posits that employees who feel supported by their organization are more likely to reciprocate with higher levels of commitment and engagement. The practical implication of this study is the importance for multinational companies like PT.X to develop and strengthen support programs for expatriate employees to enhance their engagement and performance.

This research aims to determine and analyze the influence of work-family conflict and perceptions of organizational support on employee performance through work engagement as an intervening variable at PT. PLN (Persero) UP3 Salatiga. This research uses primary data sources through the distribution of research questionnaires and secondary data through books, journals and relevant data from companies. The data collection method was carried out through distributing questionnaires using saturated sampling or census techniques. The population in this study was all 46 employees. This research uses Structural Equation Modeling (SEM) analysis techniques using the SmartPLS analysis tool version 4.0.9.3. Data analysis was carried out through an outer model test to measure the validity and reliability of the research model and an inner model test to determine the relationship between latent variables. The research results show that work-family conflict does not have a significant effect on employee performance and work engagement. Perception of organizational support has a positive and significant effect on employee performance and work engagement, and work engagement has a positive and significant effect on employee performance. In addition, it is known that work engagement variables can mediate the indirect relationship between perceived organizational support on employee performance, but not work-family conflict on employee performance.

Introduction: The challenges and difficulties of working in intensive care units put pressure on healthcare professionals, especially nurses. To support nurses working in intensive care units (ICUs), developing supportive climates in organizations may drive nurses towards increasing work engagement levels and other related factors. Objective: This study aimed to determine the relationship between organizational support and the work engagement of nurses working in ICUs. Materials and Methods: This correlational cross-sectional study was conducted on 140 nurses working in two governmental hospitals in Amman City, Jordan, from January to August 2021. The participants were selected with a simple random sampling method, and study data were collected using a 3-part questionnaire: demographics, the survey of perceived organizational support scale with 8 items, and the Utrecht work engagement scale with 9 items. Descriptive statistics, the independent t test, the Spearman correlation test, and hierarchal multiple linear regression analysis were performed to determine the contribution of perceived organizational support on nurses' work engagement. The significance level for all tests was set to be less than 0.05. Results: About 53.6% of participants were male, 55% worked in medical-surgical intensive care units, and 45% were in cardiac care units. The results showed that the mean ± SD scores of perceived organizational support and work engagement were 29.53 ± 6.71 and 3.71 ± 0.88, respectively. Also, results showed no significant differences in perceived organizational support and work engagement based on nurses' socio-demographics or work-related factors. Finally, there was a significant positive weak correlation between perceived organizational support and work engagement (r= 0.23, P=0.002). The linear regression model showed that perceived organizational support could predict work engagement (R2 = 0.039). Conclusions: Perceived organizational support among nurses working in ICUs is one of the important factors in increasing work engagement. Findings have several implications for nurses in different settings. Jordanian health policymakers must take action to improve nurses' perception of organizational support and consequently increase nurses' work engagement.

In recent years, work engagement garnered significant attention from both the business community and academia. Drawing on conservation of resources (COR) theory, this study investigates the mechanisms and boundary conditions through which conscientiousness influences work engagement. Through an empirical survey of 376 employees, the study found that, first, conscientiousness positively predicts employees' work engagement; second, presenteeism partially mediates the relationship between conscientiousness and work engagement; third, perceived organizational support (POS) negatively moderates the relationship between conscientiousness and presenteeism while positively moderating the relationship between presenteeism and work engagement; fourth, POS moderates the indirect effect of conscientiousness on work engagement via presenteeism, whereas the mediated relationship is weakened when employees exhibit a higher POS. These findings advance our theoretical and practical knowledge of how personality traits and situational factors jointly affect employees' work engagement, providing empirical data for a dialectical perspective on conscientious employees and enhancing their work engagement.

Past research on work engagement has focused almost exclusively on either psychological or work-related factors in almost wholly separate literature. There is therefore a need to examine how these factors collectively influence work engagement. To determine levels of work engagement and to identify psychological and work-related characteristics predicting work engagement in employees in Malaysia. We recruited 5235 employees from 47 public and private organizations in Malaysia who responded to an online health survey. We assessed work engagement with the 9-item Utrecht Work Engagement Scale (UWES-9) and psychological distress using the 6-item Kessler scale. We performed multiple linear regression to determine predictors of work engagement. Employee mean age was 33.8 years (standard deviation [SD] ± 8.8). The mean work engagement score on the UWES-9 was 3.53 (SD ± 0.94). Eleven of 18 variables on multiple regression predicted work engagement, F(18, 4925) = 69.02, P < 0.001, R2 = 0.201. Factors that predicted higher work engagement were age, marital status, education level, job type, job permanency, longer sleep duration, lower psychological distress and no history of workplace bullying. Key factors associated with poorer work engagement in Malaysian employees include inadequate sleep, psychological distress and a history of workplace bullying. These are modifiable factors that individuals and employers can target to improve work engagement, ideally tailored according to occupational type.

ABSTRACTThis day-level study examined the role of perceived organizational support (POS) in the context of employees’ negative work reflection during off-job time. We hypothesized that negative work reflection during off-job time should be indirectly related to reduced work engagement on the next workday through personal resources (i.e., vigour and self-efficacy) in the morning. In addition, we hypothesized that POS moderated the relationships between negative work reflection and personal resources and between personal resources and work engagement. In total, 100 employees completed one general survey and three daily surveys (in the morning, after work, and at bedtime) over five workdays. Results of multilevel path analyses showed that negative work reflection was neither directly associated with personal resources nor indirectly with work engagement via personal resources, although vigour and self-efficacy positively predicted increased work engagement. However, negative work reflection was negatively associated with self-efficacy when POS was low. POS did not predict work engagement, but moderated the relationships between personal resources and work engagement: Consistent with the resource substitution hypothesis, high levels of POS compensated for low levels of vigour and self-efficacy. Negative work reflection had a significant negative indirect effect on work engagement through self-efficacy only when POS was low.

The importance of work engagement has been emphasised due to the increasing demand for health- and social care and the shortage of skilled labour. Improving organisational and managerial factors is important when enhancing professionals' work engagement. The association between management and work engagement has only been established in previous studies at a general level, but the association between appreciative management and work engagement has not received equivalent research interest. This study aimed to describe the association between appreciative management and work engagement among health- and social care professionals. The study used a cross-sectional survey design. The data were collected in five health and social services centres in one city in Finland from September to October 2022 using the Appreciative Management Scale 2.0 and the Utrecht Work Engagement Scale-9. A total of 182 health- and social care professionals participated. The data were analysed using correlations, linear regression analyses, independent samples t-tests and two-way analyses of variance (ANOVAs). A moderate association was found between appreciative management and work engagement and its dimensions of vigor, dedication and absorption. Systematic management had the strongest association and equality had the weakest association with work engagement. Among the dimensions of work engagement, appreciative management had the strongest association with vigour and the weakest association with absorption. Appreciative management and work type predicted 18% of the variance in work engagement. Full-time employees reported higher levels of work engagement and all its dimensions than did part-time employees. The results indicate that appreciative management and full-time work predict work engagement among health- and social care professionals. Due to this positive association, it is important to promote managers' appreciative management skills by educating them to understand how appreciative management enables and supports professionals' vigour, dedication and absorption in health- and social care.

Work engagement was a key psychological construct linked to employee well-being and organizational productivity. Drawing from the Job Demands-Resourcess (JD-R) model, this study investigates the predictive roles of personal and job resources specifically resilience and social support on work engagement. Using a quantitative correlational design, data were collected from 157 employees of a manufacturing company in Indonesia. Standardized scales measured resilience, social support, and work engagement. Multiple linear regression analysis revealed a significant joint contribution of resilience and social support to work engagement (R = 0.603, p &lt; .01). Partial correlations further showed that both resilience (r = .333, p &lt; .01) and social support (r = .270, p &lt; .01) individually had significant positive relationships with work engagement. This result indicated that 36.4% of the variance in work engagement had been explained by the combined contribution of resilience and social support. Specifically, resilience accounted for 20.72% of the variance, while social support accounted for 15.67% of the variance in work engagement. These findings support the JD-R model and underscore the importance of enhancing individual and environmental resourcess in the workplace. Practical implications include the development of resilience training programs and the strengthening of support systems to promote work engagement in organizational settings.

Nurses work at the frontline with high intensity in patient care, especially handling the COVID-19. Work pressure and stress faced by nurses can increase burnout (BO) as a syndrome of emotional exhaustion that occurs over a long period of time. One of the negative impact of burnout is the decrease in work engagement (WE). The presence of perceived organizational support (POS) has been shown to be correlated with low BO, and in turn, is correlated with high level of WE. This study aims to examine the contribution of BO to WE moderated by POS for nurses at the Hospital Prof R.D. Kandou in North Sulawesi as a referral COVID-19 hospital. This study involved 111 nurses from isolation room and emergency room using the convenience sampling technique. Data analysis was conducted using the moderation analysis with the help of JASP software. From the result, indicate that BO significantly affect WE which give a 26.9% contribution. POS adds contribution when together with BO its affects WE by 27.8%, to 54.7%. The results of the study show that POS significantly moderates the effect of BO on WE.Keywords: burnout; COVID-19; nurses; perceived organizational support; work engagement