Employee Job Engagement Research Articles

Employee Wellbeing and Job Engagement of Academics in Universities

Employee Wellbeing and Job Engagement of Academics in Universities

Corporate Social Responsibility and Service Innovation: Job Attitudes as a Mediator

This paper explores the relationship between Corporate Social Responsibility (CSR) and service innovation in Beijing’s hotel sector, emphasizing the mediating role of job attitudes. The study proposes that CSR initiatives not only enhance a hotel’s reputation but also significantly influence employee job satisfaction, organizational commitment, and engagement, which in turn drive service innovation. The framework suggests that positive job attitudes are crucial for leveraging CSR efforts to foster a culture of creativity and innovation in service delivery. Practical implications highlight the need for hotels to integrate CSR into their organizational culture and human resource management practices to maximize its impact on innovation. Future research directions include empirical testing of the model across different hotel segments and regions to further validate the mediating role of job attitudes in the CSR-innovation nexus.

Knowledge sharing as a cornerstone for sustainability: the dual mediating roles of job engagement and meaningful work

Purpose This study, grounded in social exchange theory, aims to explore the relationship between knowledge sharing and organizational sustainability, with a particular focus on the dual mediating roles of job-related psychological factors, specifically job engagement and meaningful work. Design/methodology/approach Data were collected from 373 employees across six large companies in South Korea. The study then used Model 6 of Hayes’ PROCESS hierarchical regression of SPSS 29 for hypothesis testing. Findings The study reveals a strong connection between knowledge sharing and its positive influence on employee job engagement and the perception of meaningful work, both of which play essential mediating roles in promoting organizational sustainability. The findings emphasize the critical importance of knowledge sharing in driving sustainability efforts, showing how the interplay between job engagement and meaningful work significantly enhances these outcomes. Originality/value This research contributes to social exchange theory by demonstrating the dual mediating roles of job engagement and meaningful work between knowledge sharing and sustainability.

The role of socially responsible human resource management in improving performance: An analysis of subjective well-being as a mediating variable

The study aims to reveal the dynamic interaction between institutions, organizations, and employees in implementing social responsibility HRM (SRHRM) in SOEs as an institutional pressure. This research utilizes the hypothetic deductive method. Data were collected through a survey of SOE employees, and 524 complete and outlier-free responses were collected. Data analysis used structural equation model techniques. SRHRM strengthens institutional mechanisms to ensure sustainability. Employee job satisfaction and engagement optimize SRHRM functions to support green and non-green performance. The integration of CSR into corporate HR governance affects organizational members' behavior and social structure. It has implications for the organization, society, and a sustainable global world while maintaining balance (triple bottom line). This study provides a comprehensive picture of companies' response mechanisms and proactive behavior in the face of pressure. The success of SRHRM lies in its ability to improve well-being (satisfaction and engagement), which develops based on felt obligation. The felt obligation is vital to employees' engagement with sustainability through green work outcomes.

Linking human resources practices, employee satisfaction and engagement in Turkey’s hospitality industry: The moderating influences of city/resort and frontline/backline employees

The study explores the relationship between hotel employees’ perceptions of human resources practices (HRP), employee satisfaction, and engagement, as well as the mediating role of satisfaction. It also examines whether the relationship between these variables is different for different employee groups (city-resort hotel and frontline-backline employees). The results showed that HRP positively affect employee satisfaction and job engagement and employee satisfaction mediated the relationship between these two variables. However, the relationship between HRP and employee satisfaction differs for city and resort hotel employees. Implications of these findings are discussed.

Exploring the impact of social responsibility on staff engagement in Ghanaian Universities:

Ghanaian universities have embraced a corporate identity and are actively participating in Corporate Social Responsibility (CSR), which is referred to as University Social Responsibility (USR). The purpose of this is to enhance the perception of identification (organisational identity) and promote employee involvement. This research examines the effect of University Social Responsibility (USR) on the level of involvement and commitment of staff members in Ghanaian institutions. It also proposes that the sense of identity plays a role in mediating the relationship between USR and staff engagement. This study utilised a cross-sectional survey methodology. The poll utilised a two-stage multi-stage sampling procedure to choose 412 participants. The survey utilised a validated questionnaire using a 5-point Likert scale. The questionnaire had a Cronbach's alpha coefficient (?) greater than 0.70. The data acquired from this questionnaire was customised for the survey. The data collected were configured and subjected to Structural Equation Modelling for analysis at a significance level of p<.05 using the SMART pls software. The findings indicate that identification perception does not significantly and directly predict the mediation effect of internal CSR on employee engagement (beta=0.008; t<1.96; p=0.439: p>0.05), and external CSR on employee engagement (beta=0.002; t<1.96; p=0.443: p>0.05) in the surveyed Ghanaian universities. The study concluded that the impression of identification did not operate as a mediator in the predicted association between the internal and external corporate social responsibility activities of the universities and employee engagement. According to the findings and conclusion, Ghanaian universities should take into account several elements and adopt a comprehensive approach when aiming to enhance employee job engagement. It is important not to exclusively concentrate on employee identification with the institution. It is advisable for the administration of Ghanaian institutions to develop efficient employee-focused engagement strategies and activities, both internally and externally, to boost the welfare of their workers, promote a sense of belonging, and improve overall performance.

LMX 질이 피드백과 직무열의에 미치는 영향에 관한 연구: 상사와 구성원의 관점을 중심으로

mutual cooperation and sharing of information among individuals within an organization are important factors for organizational performance. As a result, there is an increasing interest in the direction of feedback that give information related to work between supervisor and subordinate. However, previous studies focus on the perspectives of subordinate receiving feedback from supervisor. Accordingly, this study sought to identify the effects of feedback from a wider variety of perspectives, such as the perspective of supervisor receiving feedback from subordinate and a feedback giver. For this purpose of study, I adopt the APIM(Actor-Partner Interdependence Model) with data on 174 dyads of supervisor and subordinate together in the team. The findings indicate that when both supervisors and employees perceive a high-quality relationship with each other, they are more likely to provide feedback to each other. Additionally, the perception of a high-quality relationship has a positive impact not only on the provision of feedback between supervisors and employees but also on individual job engagement. This research has several significant contributions. First, it highlights the importance of relationships in the context of feedback. When both supervisors and employees perceive a high-quality relationship with each other, feedback is more likely to occur. Second, the study assumes and empirically verifies that not only employees but also supervisors can receive feedback from their employees. Third, it confirms the effects of feedback on the job engagement of both employees and supervisors. Consequently, this study underscores the importance of feedback between supervisors and employees, particularly the need to manage upward feedback from employees.

The mediating role of employee loyalty and job engagement relationship between job satisfaction and intention to leave among bank employees in Mongolia

Organizations need to focus on employee loyalty, commitment and retention in a dynamic business environment to gain a competitive advantage over rural areas. The success factors for organizational development and well-being are excessively contingent on engaged and skilled employees. This study is anticipated to examine the mediating role of employee loyalty and job engagement on the relationships between job satisfaction and intention to leave in the case of bank employees in Mongolia. The study used data from 444 employees across two private banks in Mongolia. Reliability analysis, correlation analysis, and structural equation modeling (SEM) were used to analyze the data. Results showed a moderately positive relationship between job satisfaction and job engagement and a negative relationship with the intention to leave. Employee loyalty had a weak and negative correlation with job engagement. Employee loyalty was found to partially mediate the relationship between job satisfaction and the intention to leave while job engagement showed no mediation effect. Improving job satisfaction can enhance employee loyalty and reduce intentions to leave the bank. However, enhancing engagement may not affect turnover intentions. Banks should focus on building loyalty among satisfied employees to retain talent. The mediating role of loyalty highlights its importance in influencing whether satisfied employees consider leaving. This study demonstrates the importance of employee loyalty in partially explaining the mechanism behind the relationship between job satisfaction and retention among Mongolian bank employees. The findings provide insights to help banks improve talent management strategies and retention.

Socially Responsible Leadership and Job Engagement in University Context: Mediation of Psychological Safety

Purpose - This study looks into the connection between job engagement (JE) and socially responsible leadership (SRL) in public universities in Uganda.Methodology - The study is quantitative in nature and consisted of personnel working at Uganda's public universities supplied data. The information was gathered using a five-point Likert scale in an organized questionnaire. Expert judgment and content validity were used to assess the validity of the instrument. Warp PLS and smart PLS-SEM analysis was run on 214 legitimate responses among 250 public university staff. Findings - The findings demonstrated a positive correlation between JE and SRL. PS and SRL were found to be positively correlated. Furthermore, the results showed a positive correlation between PS and JE. Additionally, the findings demonstrated that PS acts as mediation in the relationship between SRL and JE. Originality – The study contributes to the understanding of the approaches related to improving employee job engagement in the education sector. The study adds to the body of knowledge concerning the association between job engagement and psychological safety a crucial aspect of socially responsible leadership by examining data from developing countries in addition to other countries which had previously been ignored. Practical implications - This study contributes to the corpus of research on SRL and PS, especially in the context of universities, in terms of JE. Additionally, it provides advice on how to use PS and SRL to enhance university workplace conditions such as JE. By emphasizing the crucial roles that a psychologically safe environment and leadership style that is socially responsible play in promoting positive social interactions at work, our article advances the understanding of social exchange theory.

When does CSR‐facilitation human resource management motivate employee job engagement? The contextual effect of job insecurity

AbstractDrawing upon social identification theory and stakeholder theory, the current study examines the contextual effect of job insecurity on the indirect relationship between general corporate social responsibility facilitation‐human resource management (HRM) and employee job engagement through the mediation of organizational pride. Our analysis of a two‐wave dataset with a sample of 255 full‐time employees in the banking sector reveals that job insecurity negatively moderates the impact of general CSR‐facilitation HRM on organizational pride, which in turn is positively related to employee job engagement. This study advances the socially responsible HRM literature by providing insights into the underlying mechanisms and the contextual conditions under which general CSR‐facilitation HRM influences employee workplace outcomes in the presence of conflicting interests among stakeholders.

From high-performance work systems to retention: the engagement, proactivity, and performance bridge

This quantitative study explores the effects of high-performance work systems on employee retention through individual factors such as job engagement, employee proactive behavior, and employee performance. The study utilizes a sample of 279 employees employed in the healthcare sector in Saudi Arabia. For hypotheses testing, structural equational modeling was used through SmartPLS4. The findings highlight the influence of HPWS on increased employee proactive behavior, employee performance, and job engagement, resulting in increased employee retention. Additionally, a serial indirect effect of employee proactive behavior, job engagement, and employee performance was found to positively influence the relationship between high-performance work systems and employee retention. High-performance work systems can promote job engagement in Saudi organizations by offering challenging work, autonomy, skill development, and performance feedback. Engaged workers stay longer. Job engagement promotes a positive work environment and community, which increases employee retention. Employee proactive behavior also makes employees feel valued and invested in their work, which can increase retention. The study enhances current knowledge on the role of high-performance work systems in the Saudi healthcare sector considering Vision 2030 by examining the potential mediators between high-performance work systems and employee retention.

The impact of justice perceptions of performance appraisal practices on job satisfaction and intention to stay: the mediating role of job engagement

PurposeThis study examines the direct impact of justice perceptions of performance appraisal practices (procedural, distributive, interpersonal and informational justice) on job satisfaction, intention to stay and job engagement. Further, it investigates the effect of job engagement on job satisfaction and intention to stay. Moreover, the study tests the mediating role of job engagement on the impact of justice perceptions of performance appraisal practices on job satisfaction and intention to stay.Design/methodology/approachA total of 650 self-report structured questionnaires were distributed among the employees of 50 information technology companies, and 503 samples were received. Partial least square-structural equation modeling was used to test the hypothesized model.FindingsThis study revealed that justice perception of performance appraisal practices positively affects job satisfaction, intention to stay and job engagement. In addition, job engagement positively affects job satisfaction and intention to stay. Further, job engagement significantly transfers the impact of justice perceptions of performance appraisal practices on job satisfaction and intention to stay, thus confirming the mediating role of job engagement. However, the significant direct impact of justice perceptions of performance appraisal practices on job satisfaction and intention to stay in the presence of a mediator, i.e. job engagement, revealed partial mediation.Research limitations/implicationsThe findings of this study augment the social exchange theory by explicating that an individual who perceives justice in performance appraisal practices is likely to have greater job engagement, which ultimately leads to higher job satisfaction and intention to stay. This study filled the research gap by examining the role of four justice components of performance appraisal practices on job satisfaction and intention to stay and the mediating role of job engagement in transferring the impact of justice perceptions of performance appraisal practices on job satisfaction and intention to stay.Practical implicationsThis study showed the importance of four justice components of performance appraisal practices in enhancing employee job engagement. Hence, this study would motivate information technology companies to maintain fairness in performance appraisal practices to enhance employee job engagement and ultimately increase job satisfaction and intention to stay.Originality/valueThis study is one of its kind that tested the direct impact of comprehensive justice components (procedural, distributive, interpersonal and informational justice) of performance appraisal practices on job satisfaction and intention to stay. In addition, this is a unique study that examined the mediating effect of job engagement on the impact of justice perceptions of performance appraisal practices on job satisfaction and intention to stay.

A SYSTEMATIC LITERATURE REVIEW ON IMPACT OF HYBRID WORK CULTURE ON EMPLOYEE JOB ENGAGEMENT AND PRODUCTIVITY - A STUDY OF IT PROFESSIONALS IN KARNATAKA

Purpose: This study aims to comprehensively investigate the Impact of Hybrid Work Culture on Employee Job Engagement and Productivity, with a specific focus on IT professionals in Karnataka. As organizations increasingly adopt hybrid work models, understanding the nuanced effects on the workforce becomes imperative. The research seeks to assess the levels of job engagement among IT professionals within this hybrid framework, examining how the flexible arrangement influences their commitment, motivation, and overall involvement in work-related tasks. Additionally, the study aims to measure productivity metrics, investigating whether the combination of remote and in-office work enhances or impedes IT professionals ability to deliver high-quality output. By delving into the intricate dynamics of the hybrid work model, the research also intends to identify challenges faced by IT professionals and propose practical solutions, contributing valuable insights to both academic literature and organizational strategies. Ultimately, the findings aspire to guide organizations and policymakers in shaping effective hybrid work policies that optimize employee engagement, productivity, and overall well-being in the unique context of Karnatakas IT sector. Finding / Results:Organizations transitioning to hybrid work models aim to enhance employee engagement through factors like culture, recognition, and reinvented appraisal systems. The positive characteristics of remote work challenge traditional norms, posing a management struggle to define the new normal. Employee retention remains crucial for long-term success, and digital transformation plays a significant role in accelerating work-life balance. The hybrid models impact on productivity is inconclusive, yet the appeal lies in offering flexibility, happiness, and efficiency. Challenges and opportunities arise, emphasizing the need for effective leadership, digital tools, and a focus on employee well-being in navigating the evolving landscape of work. Originality/ Value: This research provides in-depth insights into hybrid work models, emphasizing digital tools, leadership, and employee well-being. It tackles job satisfaction, productivity paradox, and turnover intention, offering valuable perspectives for post-pandemic work strategies. The study contributes to informed decision-making on optimizing hybrid work structures, addressing challenges, and leveraging opportunities in the evolving workplace landscape. Paper type : Systematic Review Paper KEYWORDS: Hybrid Work Culture, Employee Job Engagement, Productivity, IT Professionals and Workforce Dynamics

“Investigating the Relationship between Employee Profiles and Job Engagement across Government and Non-Government Organizations in Borongan City, Eastern Samar”

In recent years, the dynamics of organizational behavior and employee engagement have gained substantial attention in both academic and practical domains. Knowing that engaged employees significantly contribute to organizational success and effectiveness, a growing body of research has aimed to explore the determinants and influencing factors behind job engagement.

Why Is Outsourcing Good for Some Employees and Bad for Others? How Demands and Resources Moderate the Outcome

Research on public sector outsourcing primarily focuses on costs and quality, whereas studies investigating the consequences for personnel exposed to outsourcing are scarce. Based on increased competition and private ownership, this study hypothesizes that outsourcing negatively affects employee job engagement and burnout, with more adverse consequences when job demands are high and resources are limited. With unique survey and administrative data, the study compares outcomes for outsourced employees and public employees in similar jobs. The analysis shows that outsourced employees have significantly lower engagement and higher burnout, while further analysis shows that outsourced employees are worse off when job demands are high but equally or less affected when job demands are low. Finally, the analysis shows that outsourcing has significant, adverse consequences for less resourceful employees. The results advance our understanding of how outsourcing influences public personnel and highlights the uneven distribution of consequences across employees.

Peran Job Satisfaction Memediasi Pengaruh Work Engagement Terhadap Turnover Intention di Whiz Prime Hotel Kota Padang

This research is motivated by the fact that the turnover rate is relatively high. The purpose of this study was to determine whether there is an effect of Work engagement on Turnover Intention mediated by Job satisfaction at Whiz Prime Hotel at Padang. This research is causal associative research with a quantitative data approach, using a survey method. Employees at the Whiz Prime Hotel Padang who stayed there for more than a year make up the study's demographic. 41 participants made up the study's sample. The method of sampling is targeted sampling. Employees were given questionnaires including 41 statements, each of which had its validity and reliability examined. The method of data analysis employed in this investigation uses the Smart PLS 3.0 program. (1) There is a strong and favorable correlation between the job engagement and job satisfaction variables, according to the findings of data processing research using 41 samples that were tested for validity and reliability. (2) The impact of labor input on sales intent is negative and considerable at Whiz Prime Padang. (3) There is a negative and substantial relationship between factors measuring work satisfaction and quitting intention. (4) At Whiz Prime Hotel Padang, job satisfaction serves as a mediator between work input and sales intent, and this effect is negative and significant. According to the research, the hotel can improve employee job satisfaction and engagement in order to lower the likelihood of employee turnover in an organization. (5) It is suggested that the hotel encourage work engagement and job happiness to lessen occurrence of turnover intention in a firm because job satisfaction has the capacity to mediate elements affecting work engagement and turnover intention

Organizational resilience: unveiling the role of strategic internal crisis management on employee sensemaking and sensegiving

PurposeCommunication with employees during times of crisis has become a crucial aspect of crisis management for building organizational resilience knowledge. Thus, explaining how internal crisis management promotes positive employee behaviour has become imperative. This study aims to investigate the relationship between internal crisis communication, job engagement, Organizational Citizenship Behaviour towards the Environment, Communicative behaviour for sensemaking and sensegiving and organizational resilience.Design/methodology/approachAn online survey was conducted with 483 full-time employees in Pakistan. The structural equation modelling technique was employed to assess the study's hypotheses.FindingsThe findings of this study demonstrate that internal crisis communication can boost employee job engagement, organizational citizenship behaviour towards environment, sensemaking and sensegiving, which will also have a downstream effect on organizational resilience.Practical implicationsThe findings of this study indicated that effective internal communication can aid managers in making well-informed decisions, coordinating response efforts and disseminating vital information to relevant stakeholders. As a result, this study contributes to the literature on internal crisis management by incorporating employee behavioural intention towards the environment. It provides managers and practitioners with knowledge on managing employees during a crisis.Originality/valueSurprisingly, the conservation of resource theory (COR) does not explain communicative conduct (sensegiving) and environmental (e.g. organizational citizenship behaviour towards environment) components. This research combines the tenets of COR theory that have yet to be researched with the employees' environmental responses element. The mechanisms of cognition and communication were also ignored in earlier studies. This study sheds light on the process through which higher levels of job engagement, organizational citizenship behaviour towards environment and the capacity for comprehension (e.g. sensemaking) and meaning-transmission (e.g. sensegiving) ultimately help organizations navigate the crisis successfully.

Impact of Employee Resilience and Job Engagement on Project Success: Mediating role of Innovative Work Behavior

This study aims to examine the impact of employee resilience and job engagement on project success, and the mediating role of innovative work behavior. The study draws on a sample of 170 from the population of 304 information technology (IT) companies in Lahore Pakistan to test the proposed hypotheses. Smart PLS statistical software has been used to calculate the structural modelling equation results for the subject study. The results indicate that both employee resilience and job engagement have a positive impact on project success. Furthermore, innovative work behavior partially mediates the relationship between employee resilience and project success, as well as between job engagement and project success. These findings highlight the importance of fostering employee resilience and job engagement to promote project success and the role of innovative work behavior in facilitating this relationship. Organizations can benefit from implementing strategies that enhance employee resilience and job engagement while promoting a culture of innovation to achieve project success.

The Role of Job Crafting in mediating the effect of servant leadership and employee engagement: An Empirical Study of the Service Sector in Malaysia

In Malaysia, there has been relatively little empirical study on servant leadership, particularly in relation to job engagement and job crafting. Research has found that leadership has a significant impact on employee engagement, which in turn influences organizational performance. In order to better understand how servant leadership affects employee engagement, this study looks at how job crafting, as mediating factor, influences the former two variables in the Malaysian service industry. An online survey was used in this study to purposively sample 154 employees of the service industry in the Klang Valley, Malaysia. Servant Leadership Measures (SL-7), Work Crafting Questionnaire (JCQ), and Utrecht Work Engagement Scale (UWES-9) are the respective instruments utilized in this study to assess servant leadership, job crafting, and employee engagement. The data was analyzed using the partial least squares structural equation modeling (PLS-SEM) method, and the findings demonstrated that servant leadership and job crafting significantly increase employee engagement in the service industry. A partial mediation analysis of the link between servant leadership and employee engagement showed that job crafting mediates this association positively. The results indicate that servant leadership is a successful leadership style that raises employee job engagement and nurtures their enthusiasm for work through job crafting. The study's findings are significant in that they give practitioners and organizations insight into the need for the servant leadership idea in various circumstances. This is due to its capacity to promote organizational and employee growth. In addition to fostering great team dynamics, servant leadership has the power to completely reshape cultures and organization.

Envy and Employee Job Engagement: The Mediating Role of Abusive Supervision

The purpose of this research was to examine an impact of envy (E) on employee job engagement (EJE) by examined the Mediating role of abusive supervision (AS). Test like Reliability, Correlation and multiple linear regressions were used in analysis. Mediation was tested by utilizing the Baron and Kenny method. This research shows the relationship of envy, abusive supervision and employee job engagement. Results revealed that envy has negative impact on employee job engagement and envy has positive impact on abusive supervision. Moreover, abusive supervision has negative effect on employee job engagement. Current research examines wide-ranging framework for developing countries for envy, abusive supervision and employee job engagement in a single model. This research explores the phenomenon of E, AS and EJE in textile sector which is infrequently addressed in developing countries and will helpful for countries like Pakistan for improving the level of EJE. This research examined that AS act as partial mediator for the relation of E with EJE.