Abstract
Mindfulness metacognitive practice that can be performed in the workplace. Drawing on the theory of conservation of resources, we test a moderated mediating model of how and when employee mindfulness has a positive effect on work engagement. Via analysis of data from 311 employees from 83 teams at different times, this study investigates the relationship between employee mindfulness and work engagement as well as the moderating effect of team mindfulness and the mediating effect of recovery level. The results from this multi-wave field study show that the mindfulness of the individual employee has a positive influence on work engagement and that recovery level plays a mediating role. Team mindfulness positively moderates the relationship between individual mindfulness and work engagement. This conclusion may bridge the relationship between mindfulness and work engagement theory.
Highlights
An increasing number of researchers and managers are focusing on how to deal with the anxiety and distraction of employees and improving their level of well-being and work engagement
Because individual mindfulness helps employees to improve their recovery level, which is a proximal antecedent of work engagement, we propose that the recovery level plays a mediating role in the relationship between individual mindfulness and engagement
The confirmatory factor analysis (CFA) results indicated that a four-factor model achieved a more ideal state (χ2 = 721.43, df = 428, CFI = 0.97, RMSEA = 0.05) than a three-factor model combining recovery level and work engagement ( χ2 = 332.92, df = 3, CFI = 0.82, RMSEA = 0.12) and other models
Summary
An increasing number of researchers and managers are focusing on how to deal with the anxiety and distraction of employees and improving their level of well-being and work engagement. Research in the field of organizational management has shown that mindfulness helps individuals pay more stable and effective attention to information related to current tasks (Dane, 2011). A few studies have shown that specific functions, positive emotion, and psychological capital help to build an important path through which mindfulness can influence work engagement (Leroy et al, 2013; Malinowski and Lim, 2015). These studies mainly explored the functional mechanism of Mindfulness and Work Engagement mindfulness from the perspectives of the individual’s own feelings or their characteristics. Our study will focus on how employee mindfulness affects work engagement at the individual and team levels
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