Abstract
Work engagement is a valuable organizational resource, and it has many positive outcomes. In today’s dynamic and competitive business environment, organizations can only be successful when they have an engaged workforce. The current study examines how supervisors support and fairness is important for employee’s work engagement and how the role of perceived organizational support is significant in an employee's workplace. In line with Organizational Support Theory (OST) and Conservation of Resource Theory (CRT), the current study is an empirical attempt to explain antecedents that could increase work engagement and resultantly fetch productivity and profit in the context of South Asia (the case of Pakistan) by considering the outcomes. This cross-sectional study draws data through structured questionnaires from 310 employees of eight mega retail stores by using simple random sampling. The outcomes of Structural Equation Modeling (SEM) analysis revealed a positive effect of supervisors’ support and organizational fairness on work engagement through the mediation of Perceived Organizational Support (POS) and explained the impact of work engagement on task performance and career satisfaction of employees. The current study tested the model for work engagement; future research might test the model using other employee factors (employee sustainability or motivation) in order to test continuous employee behaviors in their workplaces.
Highlights
Work engagement is a valuable organizational resource, and it has many positive outcomes
Splitting the loss, it spears that Western Europe faces 10%, Eastern Europe confronts with 15%, Post-Soviet states encounter 18%, the Middle East and North Africa cope with 58%, Sub-Saharan Africa handles 14%, East Asia deals with 57%, South East Asia faces 22%, South Asia stands on 28%, Australia and New Zealand receives a challenge of 14%, Latin America realizes 32%, the United States and Canada meet 31% and overall best companies in the world are confronted with 70% of the monetary loss
The study supports the Organization Support Theory, which highlighted that employees who observe a high level of organizational resource support will feel the responsibility to repay the organization through appropriate behavior and positive attitude (Eisenberger et al, 1990) and Conservation of Resource Theory which suggested that individuals with extra or saved work resources develop a habit to invest in the firm again (Hobfoll, 2001)
Summary
Work engagement is a valuable organizational resource, and it has many positive outcomes. The current study examines how supervisors support and fairness is important for employee’s work engagement and how the role of perceived organizational support is significant in an employee's workplace. In line with Organizational Support Theory (OST) and Conservation of Resource Theory (CRT), the current study is an empirical attempt to explain antecedents that could increase work engagement and resultantly fetch productivity and profit in the context of South Asia (the case of Pakistan) by considering the outcomes. This cross-sectional study draws data through structured questionnaires from 310 employees of eight mega retail stores by using simple random sampling. Research work by Dajani (2015) on the Egyptian banking sector revealed job performance and organizational commitment as the resultant of work engagement but remained unsuccessful to inculcate the factors that are important from the employee perspective, whereas the study of Bano et al (2017) in the context of Pakistan talked about important factors from an employee perspective, but they missed work engagement
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