Employee Job Engagement Research Articles

Mediating role of Thriving at Work for the relationship of Core Self Evaluation with Employee Job Engagement

The purpose of this research is to examine the impact of Core-Self Evaluation on Employee Job Engagement by examining the Mediating role of Thriving at Work. A questionnaire survey was utilized to collect the data from 165 employees working in the banks of Lahore. Tests like Reliability, Correlation, and multiple linear regressions were used in the analysis. Mediation was tested by utilizing the Baron and Kenny method. Results revealed that Core-Self Evaluation has a positive impact on Employee Job Engagement and Core Self Evaluation is a positive insignificant impact on Thriving at Work. Moreover, Thriving at Work has a positive impact on employee job engagement. Additionally, Employee Job Engagement also partially mediates the relationship between Core Self Evaluation and Employee Job Engagement. In general, future research on the prproposedesearch will be carried out on the employees of other types of industries like the textile sector, hospitality industry a,nd health sector also. Because Thriving at Work only partially mediates the relation between Core Self Evaluation with Employee Job Engagement and it is preferable to incorporate additional potential mediators like psychological climate, job insecurity through career adaptability.

Predicting The Role of Organisational Listening and Job Resources in Job Engagement

Job engagement is defined as one’s enthusiasm and involvement in his or her job. Individuals who are profoundly engaged with their job are motivated by the work itself. They will, in general, work harder and more productively than others and are bound to create the outcomes that their clients and organisation need. Although existing empirical studies have provided evidence that perceived organisational support (POS) and supportive leader behaviour can significantly predict job engagement, the effect of organisational listening on employee job engagement is still under researched. Guided by the Job Demand-Resources (JD-R) model, this study proposed that organisational listening is a vital predictor of job engagement. We analysed whether organisational listening holds a more substantial statistical power than perceived organisational support and supportive leader behaviour as job resources. We conducted an online survey that involved 207 employees from a Malaysian IT management consulting company. After analysing the survey data through multiple regression analysis, the results showed that organisational listening was a significant predictor of job engagement. Besides, organisational listening showed an incremental validity above and beyond perceived organisational support and supportive leader behaviour in predicting job engagement. These findings suggest that employees become engaged in their job when they believe that the leader incorporates values and action to listen accurately and is supportive. Implications in theoretical and practical perspectives were discussed. Keywords: Organisational listening, job engagement, job resources, perceived organisational support, supportive leader behaviour.

Redefining employee engagement and its significance

Employees in today's firms want to work in an atmosphere where they can give their all and be there for each other when things go tough. Organizations struggle to successfully manage personnel and turn workers into engaged colleagues prepared go the additional mile in their pursuit of organisational excellence and value maximisation. This article discusses the topic of employee job engagement as well as its relevance in today's workplace. It discusses its history, definitions, theoretical frameworks, employee categorization based on participation, then lastly the study's reason and relevance. Work engagement is a complex construct whose dynamics have been studied from numerous angles. To get a clear knowledge of the architecture from a holistic standpoint. The classic and recent research studies elucidating many characteristics on work engagement have been thoroughly studied, with the hypothesis employed acknowledged.

THE EFFECT OF WORK PLACE DESIGN ON EMPLOYEE JOB ENGAGEMENT: EVIDENCE FROM PUBLIC COMMERCIAL BANKS IN COLOMBO

The organizational success is depending on the employee engagement to their work to achieve organizational goals effectively. Physical environment and the design of the working place are the crucial factors determine the positive work engagement. However, in the present context, designing a workplace has become a somewhat difficult task due to owners, architects, and developers are constructing improper workplaces for any type of job due to a lack of information about appropriate office layout. Therefore, the convenient physical environment with appropriate layout is one of the most important factors that affect employee job engagement. Consequently, the study attempts to identify effects of workplace designs on employee job engagement in selected Public Commercial Banks in Colombo District, Sri Lanka. Sample selection of the study based on convenient sampling including 101 employees from Bank of Ceylon and Peoples Bank in Colombo. For the aim of data collection, a structured questionnaire survey was conducted on a sample of employees. The collected data were analyzed using IBM SPSS statistics using regression analysis. According to the study's findings, the use of various office layouts varies depending on the designation level of employees at a selected public commercial banks. Also, office layout, noise, quality of air, colors and privacy have positive significant impact to the job engagement of employees in public commercial banks. The study will assist property managers and human resource managers in determining employee perceptions and attitudes regarding their workplace, which will be important in developing strategies. Finally, through the convenient and attractive work place designing in future planning context, increase employees’ job engagement to achieve organizational goals effectively in Sri Lanka.
 Keywords: Employee Job Engagement, Physical Environment, Work Place Design

The Effect of Work Place Design on Employee Job Engagement: Evidence from Public Commercial Banks in Colombo

The organizational success is depending on the employee engagement to their work to achieve organizational goals effectively. Physical environment and the design of the working place are the crucial factors which determine the positive work engagement. However, in the present context, designing a workplace has become a somewhat difficult task due to owners, architects, and developers are constructing improper workplaces for any type of job due to lack of information about appropriate office layout. Therefore, the convenient physical environment with appropriate layout is one of the most important factors that affect employee job engagement. Consequently, the study attempts to identify effects of workplace designs on employee job engagement in selected public commercial banks in Colombo District, Sri Lanka. Sample selection of the study based on convenient sampling including 101 employees from Bank of Ceylon and Peoples Bank in Colombo. Structured questionnaire survey was conducted on a sample of employees to collect data. The collected data were analyzed using IBM SPSS statistics using regression analysis. According to the study's findings, the use of various office layouts varies depending on the designation level of employees in those selected public commercial bank. Also, office layout, noise, quality of air, colors and privacy have positive significant impact to the job engagement of employees in public commercial banks. The study will assist property managers and human resource managers in determining employee perceptions and attitudes regarding their workplace, which can be considered as a important aspect in developing strategies. Finally, the convenient and attractive work place designing in future planning context which help to increase employees' job engagement and to achieve organizational goals effectively in Sri Lanka. Keywords: Employee Job Engagement, Physical Environment, Work Place Design

Gain or loss: the double-edged effect of empowering leadership on employees’ innovative behaviours

PurposeEmpowering leadership is often considered unequivocally positive for employees, but recent studies have shown that this ostensibly straightforward effect is more complex. The dual facets of the effect of empowering leadership – especially on employees’ innovative behaviour – have received insufficient attention. Based on job demand-resource (JD-R) theory, this study aims to propose a theoretical framework for the relationship between empowering leadership and employees’ innovative behaviours with a dual process model of gain and loss.Design/methodology/approachThis study is survey based, with 261 paired leader–employee data points collected in the People’s Republic of China.FindingsThe results show that empowering leadership has a “double-edged” effect on employees’ innovative behaviours: it affects innovative behaviours positively through employee job engagement and negatively through emotional exhaustion. Moreover, trust in leaders moderates the mediating roles of job engagement and emotional exhaustion.Originality/valueThis study contends that empowering leadership has a dual impact on employees and proposes a promising model of this double-edged effect to contrast with other complex models in the empowering leadership literature. Furthermore, this study uses JD-R theory to deeply explore the dual process whereby empowering leadership influences employees’ innovative behaviour and provides practical guidance for business management.

Investigating Employee Perception about Job Insecurity towards Employee Engagement during The Covid-19 in “X-Hotel” in Bandung

Orientation, the inter-individual differences of employees might affect their engagement. However, job engagement might also be influenced by job insecurity. Research purposes: The objective of this study was to examine the relationship between job insecurity and job engagement. Motivation for the study: Job engagement leads to positive individual and organizational outcomes, and study on the determinants will give useful information for diagnosis and intervention. Research design, approach and method: A correlational design was used. Survey design was conducted among 110 employees in several departments in the hotel. The measuring instruments included the Psychological Empowerment Questionnaire which includes job description, job commitment, emotional exhaustion, job performance, strategic alignment and job satisfaction. Statistically significant relationships were found between job insecurity and Job engagement have an impact of 5.8%. Thus, also presenting effective information, which of all the indicators has the most effect. Therefore, the result of the research will directly present further information towards the employees’ perception during the Covid-19 Pandemic by which relates to the future improvement by the organization. The findings imply that initiatives focusing on the job engagement of workers during the pandemic (i.e., meaningfulness, competence, self-determination, and impact) will contribute to employee job engagement (vigor, devotion, and assimilation). When job instability is high, it is critical to focus on employee psychological empowerment.

A multistudy analysis of abusive supervision and social network service addiction on employee's job engagement and innovative work behaviour

Almost every organization aspires to gain a competitive advantage through innovation and creativity. In recent years, researchers have become increasingly interested in the factors that foster or inhibit innovative work behaviour (IWB) and employee engagement. In this study, we used the conservation of resources (COR) theory to examine the influence of abusive supervision on employee job engagement and IWB via a mediator, namely, social network service (SNS). We also investigated the moderating effect of organizational support in this study. Our hypothesized model is supported by multisampling field data sets. We conducted two independent studies to carry out this research. Data were collected from information technology (IT) firms in Study 1 and consultancy companies in Study 2. Multisampling field data sets provided support for our hypothesized model. We found that abusive supervision harms employee job engagement and IWB, both directly and indirectly through SNS addiction (Study 1). In Study 2, we used time‐lag data to replicate the findings of Study 1. We also found in Study 2 that organizational support reduced the positive relationship between abusive supervision and SNS addiction. The indirect link between abusive supervision and employee work outcomes is significantly influenced by organizational support. Implications and future research directions are also discussed.

Basic Psychological Need Satisfaction and Work Engagement of Employees in Andres Bonifacio College, Inc., Dipolog City, Philippines

This study aimed to determine the basic psychological need satisfaction and how it affects the work engagement of Andres Bonifacio College, Inc. employees during the school year 2022-2023. A quantitative descriptive-correlational research design was employed in this study. Using frequency counting and percent, weighted mean, standard deviation, Mann-Whitney U test, Kruskal-Wallis test, and Spearman Rank-Order Correlation, data were obtained from 120 employees of Andres Bonifacio College, Inc. The study found that the respondents' perceived level of basic psychological need satisfaction is agreed upon and interpreted as satisfied. Standard deviations less than 3.0 supported a high degree of homogeneity in their responses. Moreover, the study found that the respondents perceived level of work engagement is agreed upon and interpreted as highly engaged. The study found that there existed a significant difference in the perceived level of basic psychological need satisfaction when the respondents were grouped in terms of age, position, and educational attainment, but no significant difference in the perceived level of basic psychological need satisfaction when the respondents are grouped in terms of sex, monthly income and years in service. Furthermore, data analysis also revealed a significant relationship between basic psychological need satisfaction and work engagement. This indicates that the basic psychological need satisfaction was significantly related to employees' work engagement in Andres Bonifacio College, Inc. Hence, management strategy and working environments would be enhanced to boost employee job satisfaction, psychological well-being, and engagement.

LINKING ABUSIVE SUPERVISION WITH THE EMPLOYEE JOB ENGAGEMENT

This research is carried out to evaluate the impact of abusive supervision on employee job engagement. The primary data is gathered data from the 440 employees working in Lahore. Test like Reliability, Correlation and multiple linear regressions were used in analysis. This research observed that abusive supervision negatively influences the variable job engagement. The current study conducted only employees of Sapphire Textile. The current research is case study on Sapphire Textile so cannot simplify results on organizations of other type of industry. Current study works as policy guideline for employers or top management of textile sector by controlling the thoughts about envy which will ultimately foster the level of employee job engagement directly. Present research broadens body of literature by providing empirical support from the social comparison theory to explain the phenomenon of proposed relationships in the single model. The results provide significant information about relationships among research variables in reaching the conclusion and suggesting the recommendations.

OTA 종사자의 개인-환경 적합성이 직무열의와 혁신 행동에 미치는 영향

Purpose - The purpose of this study is to examine the relationship between personal environment suitability, job engagement, and innovative behavior of OTA employees. Research design, data, and methodology -A total of 352 surveys of OTA staff were used in the final analysis. For the analysis method, frequency analysis, factor analysis, reliability analysis, correlation analysis, and multiple regression analysis were performed using SPSS WIN 12.0. Result - The results of the study are as follows: First, it was found that the personal-environmental suitability of OTA workers affects job engagement. Second, it was found that OTA workers'' job engagement affects innovation behavior. Third, it was found that the personal-environment suitability of OTA workers did not affect innovation behavior. Conclusions -In order for online travel agencies to properly respond to rapidly changing and complex situations, organizational understanding of the times and cooperation with workers are absolutely required. Therefore, in this paper, the implications for the human resource management and operation of OTA workers are discussed.

Coaching to enhance learning and engagement and reduce turnover

PurposeThe purpose of this paper aims at manager-as-coach applying experiential learning processes to aid an employee to learn and improve performance ultimately resulting in a more skilled, work-engaged employee. The action guide presented offers activities for: positively influencing employee retention in the organization and improving the learning and performance of both manager and employee.Design/methodology/approachThe methodology was directed to the study of the manager-as-coach, employee job engagement, performance and engagement, turnover intention and actual turnover and experiential learning processes. Analysis and coordination of these areas gave rise to an action guide for both practical use and experimentation.FindingsThe action guide provided presents a practical, phased approach (experiential learning process) to learning and change, grounded on conceptual and theoretical domains that encompass job engagement, commitment to the organization and the downplay of turnover intention. Activities (phases) included in the action guide promote learning opportunities for both participants.Practical implicationsPresently, there is clear evidence in empirical research that finds employee work engagement positively related to work performance, commitment to job and organization and job retention. The action guide presented in this essay is intended to involve the manager and employee in activities (such as, negotiation, feedback, reviews of progress, reinforcement of achievement) that should positively influence their relationship. A positive, growing relationship is helpful in stimulating future learning experiments.Originality/valueAt the present time, little research is available that directly addresses manager-as-coach deliberately working to increase or build employee job engagement and/or commitment to job or organization. This essay aims directly at how engagement and commitment may be enhanced while diminishing employee interest in turnover intention and actual turnover. The focus on employee and manager-as-coach working together in the development and reinforcement of engagement is somewhat novel and may provide some direction for further research.

From employee engagement to customer engagement: A multilevel dual-path model of engagement spillover effects in service ecosystems

Researchers have acknowledged that focusing only on single-actor engagement is insufficient to address the nature of multi-actor, value co-creation within a service ecosystem. This study aims to understand how multi-actor service ecosystems work. Given the spillover effects of multi-actor engagement, this study proposes a multilevel, dual-path model, through which employee job and organizational engagement influence customer engagement. Mplus 7.31 was adopted to analyze the multilevel model. The results identified two subtle influencing mechanisms from employee engagement to customer engagement, which demonstrated the existence of engagement spillover from employees to customers. The finding provides preliminarily confirmation of the value of using a beyond transaction path focus to improve service-profit chain outcomes. From a management perspective, the study offers insight into how firms can operate more effectively by integrating key actors in a collaborative manner.

Mediating Role of Thriving at Work for the Relationship of Organizational Trust, Empowering Leadership with Employee Job Engagement

Thriving at work is an important personality trait but was not much investigated in the previous scientific studies. The present research aimed to investigate the mediating role of thriving at work between organizational trust and employee job engagement. The data was collected through a convenient sampling technique. A cross-sectional research design was used. Data were collected from 100 employees from different banks in Lahore. The reliable and valid measures/scales were used to assess organizational trust, thriving at work, and employee job engagement. Findings revealed that organizational trust has a significant positive relationship with thriving at work and employee job engagement. It was also found that thriving at work significantly mediates the relationship between organizational trust and employee job engagement, the results were discussed in the light of pertinent literature. It was recommended that in future studies data from telecom, corporate and textile sectors can be included.

Relationship of Proactive Personality with Organizational Citizenship Behavior: Mediating Role of Employee Job Engagement

Recent past studies discussed personality has a strong positive impact on workplace behavior. The present research investigated the mediating role of job engagement in the relationship between proactive personality and organizational citizenship behavior. Data was collected by using a convenient sampling technique from 310 employees of the textile sector of Lahore, Pakistan. Three structured, reliable, and valid scales/measures along with demographic form were used to assess proactive personality, organizational citizenship behavior, and job engagement. The results indicated that there was a significant positive relationship among proactive personality, organizational citizenship behavior, and job engagement. The findings showed that job engagement partially organizational mediated the relationship between proactive personality and organizational citizenship behavior. The findings are discussed in the light of existing literature. Future implications in a cultural context were discussed.

Interpersonal leadership and job engagement: testing the mediating role of deep acting, initiative climate and learning goal orientation

PurposeThough employee job engagement has been one of the few most proliferated organizational concepts during the last two decades, evidence on how to achieve an engaged workforce is unclear. The purpose of this study was to contribute to the engagement literature by investigating the role of interpersonal leadership in developing job engagement through the relative importance of deep acting emotional labor skills, initiative climate and learning goal orientation as intervening mechanisms.Design/methodology/approachThis study employed an online self-reported survey in data collection, gathering input from 438 frontline service employees in Malaysia. The data was then tested using the structural equation modeling (PLS-SEM) to evaluate the proposed parallel mediation model of the study.FindingsThe findings demonstrated that deep acting emotional labor skills, initiative climate and learning goal orientation were significantly effective in intervening mechanisms through which interpersonal leadership impacted job engagement.Practical implicationsThis study offers insightful evidence that can be utilized by service organizations to improve employees' job engagement. The evidence derived from this study suggests that interpersonal leadership is a valuable organizational resource that can help carve pathways through which the objective of employee job engagement can be achieved. Therefore, while crafting organizational interventions for employee job engagement, service managers should address the findings of this study.Originality/valueDespite the evidence presented in previous literature on the notable relationship between leadership and engagement, there is yet to be an apt understanding of the impact of new leadership perspectives and the intervening mechanisms in predicting job engagement. This study attempts to fill the research gap.

Exploring the interrelationship and roles of employee–organization relationship outcomes between symmetrical internal communication and employee job engagement

PurposeThis paper aims to investigate how employee–organization relationship (EOR) outcomes – types and qualities – are interrelated and how employees' perceptions of types (exchange and communal EORs) and qualities (trust, satisfaction, commitment, and control mutuality) play a role in their evaluations of symmetrical internal communication (SIC) and employee job engagement (EJE).Design/methodology/approachThis study conducted an online survey of full-time employees (N = 804) from major US industries. This study performed a confirmatory factor analysis to check the validity and reliability of the measurement model using latent variables and then conducted structural equation modeling.FindingsThe findings demonstrate that employees' perceptions of both exchange and communal EORs are associated with each of the four EOR qualities. The results also show that only communal EORs have a significant relationship with perceived SIC and that employees' perceptions about one of the EOR quality indicator, satisfaction with an organization, has a significant association with their perceived EJE.Originality/valueThis study contributes to relationship management theory within the internal context by examining the interrelationship between each of the EOR types and qualities that are perceived by employees. This paper also suggests the practical importance of developing not only communal but also exchange EORs to enhance EOR quality. Additionally, the results imply that SIC programs could help to enhance employees' perceptions of communal EORs and employees could be engaged in their workplace when they are satisfied with their organizations.

Returning the Favor? Feeling Obliged and Reported Participation in Discretionary Safety Activities.

Recent research has shown that the reported participation of employees in voluntary safety activities is related to the prevention of accidents and injuries. Encouraging such participation, then, is beneficial to organizations. A key question, therefore, is why employees should choose to report that they engage in such activities: what is their motivation given such activities are not compulsory? We used social exchange theory (SET) and organizational support theory (OST) to develop a model linking perceived organizational support to reports of safety participation. SET postulates that the benefits given (by an organization) are reciprocated with potential benefits to the giver as a result. OST emphasizes that feeling obliged is a key part of why people reciprocate the perceived support they get from their organization. Voluntary safety activities have the potential to benefit an organization, so for the first time, we test whether there is a link between perceived organizational support and the reported participation of employees in such activities, and whether the relationship is mediated by felt obligation. We also test whether another key SET motivation to reciprocate, the anticipated reward, is involved in mediating the relationship. A structural equation model with a sample of 536 workers from a Belgian public company, involved in the production and distribution of safe drinking water and in waste water treatment, supported the hypotheses of the authors. The model showed that felt obligation mediated the relationship between perceived organizational support and safety participation reports, and that the anticipatory reward, in the form of perceptions that management was committed to safety, also mediated the relationship between perceived organizational support and safety participation reports. These processes were shown to be separable from employee job engagement and employee perspectives on whether or not voluntary safety activities were part of their job. The findings add to the understanding of why employees choose reported participation in voluntary safety behaviors and also, add to the literature on OST by demonstrating for the first time the involvement of felt obligation and perceived management commitment to safety as mediators between outcomes and perceived organizational support.

Designing and Validating a Job Engagement Model for the Employees in the Banking Industry: A Mixed Approach

Background and Purpose: Employees’ job engagement has a significant role in promoting job performance and human resource productivity. Therefore, the purpose of this study was to design and validate a process model of job engagement of industry employees. Methodology: The present study used an Exploratory Sequential Mixed Method Design. The participants of the qualitative phase of the research were 10 managers of Kermanshah banking industry, who were selected via snowball and purposive sampling method. The data of this phase was collected via semi-structured interview and analyzed using Grounded Theory. In the quantitative phase, 384 employees of the banking industry were selected by the simple random sampling. The data of this phase was collected using a researcher-made questionnaire and analyzed using Structural Equation Modeling. Findings: Employees’ job engagement was considered as a central category. And categories related to causal factors, environmental context (contextual and intervening), strategies, and consequences were also identified and the relationships between them were shown. The path analysis also confirmed the relationships between these factors. Conclusion: Human resource managers can benefit from valuable individual and organizational results and implications of their employees’ job engagement by strengthening employees' motivations to increase their job engagement, creating a suitable ground for facilitating it, and using reinforcing strategies.

Pathways to job engagement: evidences from the software industry

PurposeThe purpose of this paper is to broaden the link between workplace flexibility (WF) and job engagement (JE) while considering quality of work life (QWL) as mediator and the use of knowledge sharing (KS) as moderator. While numerous studies have focused solely on the importance of WF, QWL, KS and JE only exclusively, this study integrates them to delineate their association and to empirically assess the relationships. To advance an in-depth knowledge of these aspects, the study goes beyond the conventional findings.Design/methodology/approachIn total, 378 employees from software firms in India participated in the questionnaire-based survey. It is a cross-sectional study. The proposed conceptual model and hypothesis were analyzed and tested by structural equation modeling and process macro. Drawing on the person environment (P-E) fit theory and social exchange theory, the authors discuss how QWL mediates and KS moderates the association between WF and JE.FindingsResults indicate a positive association between WF and JE. Furthermore, it was found that QWL mediated and KS moderated this association.Practical implicationsFindings of the study will help the management to comprehend the significance QWL interventions in increasing their JE. This paper may encourage HR managers in the Information Technology (IT) industry to perceive the importance of KS. Moreover, the study accentuates flexible work options as essential phenomenon to positively impinge on the JE of employees in the IT sector.Originality/valueThe present study tries to enrich the extant research on WF and JE while it demonstrates the use of QWL interventions and KS as vital constructs that may significantly and positively influence JE.