Variance In Work Engagement Research Articles

Pengaruh Self Efficacy dan Perceived Organizational Support terhadap Kepuasan Kerja Pegawai

Human Resources (HR) is the most important element in government agencies whose job is to move and realize the vision and mission of government organizations. The achievement of a good level of HR performance cannot be separated from the high level of employee job satisfaction with their work in an organization. An employee's performance is influenced by the level of employee job satisfaction in the organization where he works. This study aims to determine how much influence self-efficacy and perceived organizational support have on employee job satisfaction with work engagement as an intervening variable at the education and culture department of the south coast district. The method used is Structural Equation Modeling (SEM) with Partial Least Square (PLS) 3.0. By distributing questionnaires as many as 55 respondents. The results of data analysis concluded that there was a significant positive effect between the self-efficacy variables on the work engagement variable. There is a positive and significant effect between perceived organizational support variables on the work engagement variable. There is a positive insignificant effect between the self-efficacy variables on the job satisfaction variable. There is a positive and significant effect between perceived organizational support variables on job satisfaction variables. There is a significant negative effect between work engagement variables on job satisfaction variables. There is a positive and significant influence between the self-efficacy variables on job satisfaction through work engagement. There is a positive and significant effect between perceived organizational support variables on job satisfaction through work engagement.

Kariyer Tatmini ile İşe Adanmışlık İlişkisi: Kamu Çalışanları Üzerine Bir Araştırmaa

The aim of this research is to explain the relationship between career satisfaction and work engagement variables in the context of public employees. For this purpose, the Utrecht Work Engagement Scale and the Career Satisfaction Scale were applied to 334 employees employed in public institutions in Manisa. According to the findings obtained as a result of the analysis of the collected data, there is a positive correlation between career satisfaction and work engagement variable and all its sub-dimensions (vigor, dedication, absorption). In addition, regression analysis showed that the career satisfaction variable has a positive and significant effect on work engagement and its sub-dimensions. According to these results, the enhancement in career satisfaction increases the level of work engagement of public employees.

Relationship between perceived performance management system (PMS) effectiveness, work engagement and turnover intention: mediation by psychological contract fulfillment

PurposePerformance management systems (PMSs) are critical for organizational success, but research is undecided on their constructive influence and the means through which they impact work engagement and turnover intention. This study aims to fill this gap by surmising psychological contract fulfillment as a mediator in the relationship between PMS effectiveness (PMSE) and employee outcomes.Design/methodology/approachThe study uses a survey research design. Data were collected from 327 working professionals in India. The Statistical Package for Social Science Version 10.0 (SPSS 10.0) and the Analysis of Moments Structure (AMOS) 4.0 were used for data analyses.FindingsThe two-factor construct perceived PMSE was found to explain a larger variance in work engagement and turnover intention than the separate measures for its constituents PMS accuracy (PMSA) and PMS fairness (PMSF). Psychological contract fulfillment and work engagement were found to mediate the relationship between PMSE and turnover intention.Research limitations/implicationsThe study broadens the field of research on PMS in important ways. It demonstrates that the two-factor construct PMSE has a larger influence on employee outcomes in comparison to its constituent individual measures PMSA and PMSF. This is also the first study to suggest that in contrast to PMSF, PMSA explains a higher variance in employee outcomes.Practical implicationsThis study validates the strong relationship between PMSE and key employee outcomes. Besides PMSF, managers can use the findings of this study to focus on the “right things” or accuracy in the PMS context to enhance work engagement and reduce turnover.Social implicationsThe study findings will have value everywhere owing to the diffusion and convergence in the human resource management practices of multinational firms irrespective of their contexts (Ananthram and Nankervis, 2013).Originality/valueEarlier PMS studies have mostly been limited to either its fairness or accuracy and attended unduly to its appraisal element. This study adopts a systems vision of PMS and overcomes earlier drawbacks by investigating the role of both PMSA and PMSF in shaping employee outcomes. This is the first study to empirically confirm that in contrast to PMSF, the PMSA constituent of PMSE explains a higher variance in employee outcomes. The study provides greatly essential pragmatic support to the conjecture that PMSs advance work engagement (Mone and London, 2014; Gruman and Saks, 2011) and lower turnover intention (Kwak and Choi, 2015).

Testing the redundancy between work engagement and job attitudes: A replication and extension of the affective events theory in human resource development

AbstractThe purpose of the study was two‐fold. First, the study tested the claim suggested by Newman et al. (2011) (Human Resource Development Quarterly, 22, 37–47) that data from the Utrecht Work Engagement Scale appears to be redundant with the variance that is uniquely common to job satisfaction, affective organizational commitment, and job involvement. Second, the study tested the hypothesis that the variance in work engagement that is uniquely common to the set of job attitudes studied in Newman et al. is largely positive affect. Analyses not conducted in Newman et al. (2010) (Handbook of Employee Engagement: Perspectives, Issues, Research, and Practice, pp. 43–61) were performed to deconstruct the explained variance in work engagement into commonality coefficients representing all possible subsets of variables. The findings demonstrate that variance uniquely common to job satisfaction, affective organizational commitment, and job involvement did not dominate the regression effect as previously suggested. Further, the study found that almost 50% of the variance that was uniquely common to the job attitudes studied was common with positive affect. The results of this study will help scholars and scholar‐practitioners understand the complex relationships between work engagement, job attitudes, and positive affect.

Association between the five-factor model of personality and work engagement: a meta-analysis.

The purposes of this meta-analysis were (1) to examine the associations between work engagement (WE) and the personality dimensions of five-factor model and (2) to determine how much variance in WE is explained by these five factors. We performed a database search for studies related to personality traits and WE, and 36 papers that reported correlation coefficients were selected for the meta-analysis. After correcting for publication bias using the trim-and-fill method, conscientiousness had the strongest association with WE (ρ=0.41), followed by extraversion and openness to experience (0.38), neuroticism (−0.36), and agreeableness (0.27). Moreover, 30% of the WE variance could be explained by the five-factor model (R2=0.33, 95%CI=0.26–0.49) according to a path analysis using the weighted average correlation for unreliability. This proportion was higher than that from a previous meta-analysis of job satisfaction and job performance and was lower than that of personality and WE. Thus, to enhance WE, it is necessary to evaluate both the personality and the psychosocial work environment in detail.

Holistic Work Engagement pada Tenaga Kesehatan di Kota Jakarta Barat: Pengaruh Digital Quotient, Authentic Leadership, dan Perceived Organizational Support selama Covid-19

Abstract Purpose: This study aimed to determine the impact of digital quotient, authentic leadership, and perceived organizational support on work engagement of employees who work in the health industry during this COVID-19 in West Jakarta. Research methodology: The methods in this research were quantitative and survey. We obtained primary data through the questionnaire distribution with 391 respondents of health care workers who work in West Jakarta. This study used multiple regression techniques as the data analysis technique. Results: The study results indicate that digital quotient, authentic leadership, and perceived organizational support influence work engagement. Limitations: Only digital quotient, authentic leadership, perceived organizational support, work engagement variables, and health care workers in West Jakarta were assessed in this research. Contribution: This study shows the level of work engagement, digital quotient, authentic leadership, perceived organizational support and how digital quotient, authentic leadership, and perceived organizational support affect work engagement. Employers or organizations can use this research to improve their employees' work engagement by noticing their employee's level of digital quotient and implementing authentic leadership and perceived organizational support.

Work engagement and associated factors among dental nurses in China

BackgroundWork engagement is affected by many factors. The level of work engagement among dental nurses is unknown.MethodsA cross-sectional questionnaire survey was conducted among 215 dental nurses. The Utrecht Work Engagement Scale, Chinese Nurse Stressors Scale, Work-related Acceptance and Action Questionnaire, Multi-dimensional Scale of Perceived Social Support, and General Well-Being Schedule were applied to measure Chinese nurses’ work engagement, job stress, psychological flexibility, perceived social support and subjective well-being, respectively. Univariate analysis was used to identify the relationships of work engagement with demographic and psychological characteristics. Hierarchical linear regression analysis was applied to test the variance in work engagement accounted for by factors related to work engagement in the univariate analysis.ResultsThe level of work engagement among Chinese dental nurses was moderate or above. Work engagement was positively associated with perceived social support, psychological flexibility and subjective well-being but negatively correlated with job stress. The hierarchical regression analysis showed that age, job stress, psychological flexibility and subjective well-being were significantly correlated with work engagement, though perceived social support was not, all of those psychological variables together explained 34.7% of the variance in work engagement.ConclusionsDental nurses in China had an acceptable level of work engagement in terms of vigour, dedication and absorption. Increased job stress resulted in lower work engagement. Nurses who had higher levels of perceived social support, psychological flexibility and subjective well-being also had higher work engagement. It is necessary to understand the job stress of nurses, strengthen nurses’ social support, relieve nurses’ job stress, improve nurses’ psychological flexibility and subjective well-being, which will improve nurses’ work engagement levels.

Perceived Organizational Support dan Task Performance : Peran Mediasi Work Engagement

The purpose of this study was to examine the relationship between Perceived organizational support and task performance and the mediating effect of work engagement variables on the relationship between Perceived organizational support and task performance. Data analysis using PLS version 3.29, data collection using a questionnaire distributed to employees of PT. Latinusa Cilegon, Banten and in-depth interviews. The results showed that perceived organizational support positively and significantly affected task performance and work engagement. It can be added that work engagement is able to mediate the relationship between Perceived organizational support and task performance.

Hardiness, Supervisor Support and Work Engagement: Empirical Evidence from Tertiary Institutions in Ogun State, Nigeria

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.

Effects of person-environment fit of gender-role orientation on burnout, engagement and hair steroids as stress biomarkers among women

BackgroundAnalysis on gender related differences in occupational stress and burnout levels usually reveal higher occupational stress and burnout levels for women compared to men, especially in male-dominated working environments. In opposition to group differentiation, more specific gender-related dimensions feminity and masculinity were used in the study to describe individual and work environment characteristics and analyze their effects.MethodsIn a cross-sectional design, survey results were linked to steroid levels in hair samples. Data was collected in a German medical services company with 146 employed women age 22–66 years (M = 40.48, SD = 10.38), 58 of them provided hair samples for steroid detection. Feminity and masculinity were measured by Gender Role Orientation Scale GTS+. Two Person-Environment fit scores in feminity and masculinity were calculated by subtracting individual from environment values. Both fit scores were proved as predictors in hierarchical linear regression models predicting burnout and work engagement as well as hair steroids cortisol, cortisone, DHEA, testosterone and progesterone detected by Liquid Chromatography-Mass Spectrometry (LC-MS/MS) as stress biomarkers. Bivariate correlations as well as moderator and mediator analysis were implemented.ResultsAfter considering age, role clarity, and work organization, Person-Environment fit in feminity still added significant variance explanation (β = .23, ∆ R2 = .05, p = .003) for burnout. Person-Environment fit in feminity also explained poor variance in work engagement (β = −.29, R2 = .09, p < .001). Person-Environment fit in masculinity added considerable variance explanation (β = .34, ∆ R2 = .12, p = 0.018) to cortisol levels after including quantitative demands to the model.ConclusionsPerson-Environment fit in feminity might be inspected as a predictor for burnout and work engagement. Person-Environment fit in masculinity can be taken into consideration as a predictor for hair cortisol as stress biomarker. Feminity and masculinity can be used as personality traits as well as characteristics of work environment, thus providing a particular gender-role related method of differentiation within gender groups. Also, specific methods could be derived for stress and burnout prevention and promotion of work engagement. Representative population studies with bigger samples and longitudinal surveys are needed to better explore the benefits and limitations of this approach.

Social media addiction and work engagement among nurses.

This study was conducted to investigate the relationship between social media addiction (SMA) and work engagement (WE) among nurses in Turkey. This cross-sectional and correlational study was conducted with 205 nurses. In the study, the SMA and WE scales were used. It was determined that there was a negative significant correlation between the SMA and WE variables and that SMA accounted for 2% of WE. The controlled use of social media by nurses and the use of strategies that support work engagement will make significant contributions both to nurses and to the outcomes of patient care.

Effect of Work-Life Balance and Welfare Level on Millennial Employee Performance Through Work Engagement

Industrial Revolution 4.0 is a phenomenon that collaborates with cyber technology and automation technology. this research aims to conduct scientific research on the role of work-life balance and the level of welfare of millennial employees through work engagement as a variable intervening. The participation of respondents to this study is the general of millennials who has worked in the Jakarta area, aged 21-36 years. Researchers used the purposive sampling method. This study uses a work-life balance measurement tool with a balance dimension in time management, engagement balance, balance in expectation fulfillment, and satisfaction balance. Besides, at the level of well-being with meaningful work-life factors, good social relationships, work attachment, self-actualization, comfortable circumstances, self-acceptance. While employee performance is measured through the work environment, ability to do work, and motivation. Work Engagement is measured by vigor, dedication, and absorption indicators. The analysis technique used is Structural Equation Modeling based on VB-SEM using SmartPLS software. The results showed that five hypotheses of direct influence were accepted and one rejected. While the two hypotheses of indirect influence are each rejected and accepted. Work Engagement variables as intervening variables are only capable of mediating Work-Life Balance against Employee Performance.

Work engagement and job burnout? Roles of regulatory foci, supervisors’ organizational embodiment and psychological ownership

The study explores the impact of promotion focus/prevention focus on the work engagement/job burnout of international tourist hotel employees, and in the meantime compare the influence of promotion focus and prevention focus. Moreover, the study explores as well whether supervisors’ organizational embodiment and psychological ownership serves as moderators in the relationship between promotion focus/prevention focus and work engagement/job burnout of international tourist hotel employees. Based on an analysis of 716 employees of international tourist hotel, this study found promotion focus and prevention focus were positively related to work engagement and job burnout; promotion focus and prevention focus were negatively related to work engagement and job burnout. Moreover, prevention focus accounted for more variance in work engagement and job burnout than did that of promotion focus. Psychological ownership moderates the relationship between regulatory foci and work engagement. Psychological ownership also moderates the relationship between regulatory foci and job burnout.

PENGARUH BUDAYA ORGANISASI DAN KETERLIBATAN KERJA TERHADAP KINERJA KARYAWAN DENGAN KOMITMEN ORGANISASI SEBAGAI VARIABLE INTERVENING PADA PT XYZ

This study aims to analyze the performance of employees at PT XYZ Branch by looking at the influence of organizational culture variables on employee performance and the influence of work engagement variables on employee performance using organizational commitment variables as intervening variables. This type of research is a comparative causal study. The population in this study were all employees of PT XYZ Branch from all company departments totaling 150 people. In this study the census method is used by giving questionnaires to the entire population of 150 people consisting of employees of all company departments. Data Data analysis techniques in this study use SEM (Structural Equation Modeling) analysis which is operated on the basis of Partial Least Square (PLS) with SmartPLS 3.0 tools. The results of the study indicate that organizational culture variables do not significantly influence employee performance indirectly, work engagement has a significant effect on employee performance with organizational commitment as a mediating variable, with good organizational culture and maximum employee work engagement can make employee performance better at PT XYZ Branch.This study aims to analyze the performance of employees at PT XYZ Branch by looking at the influence of organizational culture variables on employee performance and the influence of work engagement variables on employee performance using organizational commitment variables as intervening variables. This type of research is a comparative causal study. The population in this study were all employees of PT XYZ Branch from all company departments totaling 150 people. In this study the census method is used by giving questionnaires to the entire population of 150 people consisting of employees of all company departments. Data Data analysis techniques in this study use SEM (Structural Equation Modeling) analysis which is operated on the basis of Partial Least Square (PLS) with SmartPLS 3.0 tools. The results of the study indicate that organizational culture variables do not significantly influence employee performance indirectly, work engagement has a significant effect on employee performance with organizational commitment as a mediating variable, with good organizational culture and maximum employee work engagement can make employee performance better at PT XYZ Branch.

What Influences Work Engagement Among Registered Nurses: Implications for Evidence-Based Action.

Previous studies evaluating work engagement of nurses revealed work-related factors and nurse demographics affecting work engagement. Low work engagement yields a decrease in productivity, high turnover, loss of revenue, and, most importantly, patient safety concerns. To investigate the relationship between nurse-related and work-related variables associated with work engagement and provide a model that explains work engagement. This study employed an observational, cross-sectional study design, with 201 registered nurses working in acute care hospitals in the United States participating in the study. Four work-related and five nurse-related variables were evaluated and used in the work engagement model. A standard multiple regression was performed using the work- and nurse-related factors regressed onto work engagement. Structural equation model procedures were performed to examine the association between predictive variables and work engagement. Of the 201 participants, just over a third of the participants were over 50years of age (33.5%), female (91.6%), married (68%), had a bachelor of science in nursing (58.1%), and have been a nurse <5years (42.4%). Five of the variables were found to make a unique statistically significant contribution to the variance in work engagement, age (β=.31, p=.001), workload (β=.30, p<.001), Core Self-Evaluation Scale (β=0 .22, p=.002), Coping with Change Scale (β=.20, p=.001), and Maslach Burnout Inventory (MBI)-General Scale score (β=-.17, p=.03). The work engagement model indicated a satisfactory overall model fit of the model (GFI=.996; χ2 (2, N=201)=4.02, p=.135; RMSEA=.07; CFI=.983; NFI=.976). The results of this study confirm a work engagement model that incorporates both nurse- and work-related factors. Overall, the results indicate that the level of work engagement is predicted more by nurse-related factors than by work-related factors.

Pengaruh digital engagement dan gamifikasi terhadap work engagement karyawan yang bekerja di Jakarta dan Tangerang

Purpose: The purpose of this study was to determine the level and the effect of digital engagement and gamification on work engagement of employees who work in Jakarta and Tangerang. Research methodology: This research used descriptive, comparative and associative methods. It used primary data through the questionnaire distribution with 401 respondents of employees who work in Jakarta and Tangerang. This study used multiple regression techniques as the data analysis technique. Results: The results of the study indicate that digital engagement has no influence on work engagement, but gamification influences work engagement. Limitations: This research only assessed digital engagement, gamification and work engagement variables, and only employees who work in Jakarta and Tangerang, and there was limited clear literacy of gamification and digital engagement. Contribution: This study shows the level of work engagement, digital engagement and gamification and how digital engagement and gamification affect work engagement. Employers can use this research as consideration to improve their employees work engagement by implementing the concept of gamification and noticing their employee’s level of digital engagement. Keywords: Digital engagement, Gamification, Work engagement

ANALYSIS OF WORK SATISFACTION, ORGANIZATIONAL COMMITMENTS, AND WORK ENGAGEMENT EFFFECT TOWARD EMPLOYEE PERFORMANCE IN SHARIA BANKS

The main objective of this research is to examine the effect of job satisfaction, organizational commitment, and work involvement on the performance of employees at Bank Syariah Mandiri (BSM) in Surakarta. This study uses a quantitative approach and the data used in this study are primary data sourced from questionnaires distributed to BSM employees totaling 60 questionnaires as respondents (according to the number of BSM employees in Surakarta). The sampling method in this study is to use a total sampling technique. Methods of data analysis using descriptive statistics, validity test, reliability test, multiple linear regression analysis test, t test, and R2 test. The results showed that partially job satisfaction variables, organizational commitment variables, and work engagement variables significantly influence employee performance at Bank Syariah Mandiri in Surakarta.&#x0D; &#x0D; Keywords: job satisfaction, organizational commitment, job involvement, employee performance

Credence in the Organization’s Ability to Respond to Change – Implications on Work Engagement and Job Satisfaction in the Church of Sweden

As part of society, religious organizations are exposed to contextual conditions and challenges. However, adapting to external conditions is an act of balance since too much compromising may risk having a negative effect on employees’ perception of organizational authenticity and, in turn, employees’ well-being and attitudes toward work. In this study, we examined how specific characteristics of the work, in terms of job demands (role conflict and emotional demands) and job resources (influence at work and social community at work), as well as employees’ credence in the organization’s ability to respond to change, relate to employee well-being within the Church of Sweden. In total 2,112 employees (58% participation rate) answered a web-based survey. The results of regression analyses showed that job resources and credence in the organization’s ability to respond to change provided a clear contribution to the explanation of variance in work engagement and, especially, job satisfaction. However, the contribution of job demands was less clear. Moreover, to further the understanding of the association between employees’ credence in the organization’s ability to respond to change and employee well-being, the mediating effect of job resources was tested. The results showed that the association between credence and well-being is in part mediated by job resources. In sum, the study demonstrate that employees’ credence in the organization’s ability to respond to change is important to consider for understanding employee well-being within religious organizations. In conclusion, our study suggest that organizations that are built up on strong values and institutionalized beliefs, such as religious and faith-based organizations, need to tread carefully in the process of adapting to conformal pressure for change. This, since the actions and choices of the organization are important for employees’ credence in the organization and, in turn, employee well-being. Implications and recommendations for future research are discussed.

The influence of self-leadership strategies, psychological resources, and job embeddedness on work engagement in the banking industry

This study used a model to determine the combined effect of psychological resources, self-leadership strategies, and job embeddedness on work engagement for employees in the banking sector. A descriptive quantitative research framework was adopted; data were collected from a sample of 303 banking sector employees. The results indicated that self-leadership strategies influence work engagement through psychological resources and job embeddedness. The three constructs combined explained 70.3% of variance in work engagement. Psychological resources have the strongest direct influence on work engagement, and self-leadership is a strong determinant of the psychological resources and moderate determinant of job embeddedness. The study concluded that implementing self-leadership strategies, encouraging the practice of psychological capital, and ensuring strong links and fit (job embeddedness) would aid in enhancing an engaged workforce. The results indicate that accumulating and expanding internal and job resources from psychological capital, self-leadership, and job embeddedness significantly influence work engagement and buffer the effects of job demands.

Person-Organization Fit in a military selection context

ABSTRACTThe goal of personnel selection is to find predictors that, together, maximize the explained variance in important job outcomes such as Task Performance or Work Engagement. Common predictors include Intelligence and Big Five Personality. Using Person-Organization Fit (P-O Fit) for selection purposes has been discussed, but, beyond Intelligence and Personality, evidence of the incremental predictive validity of P-O Fit in relation to task performance and work engagement is scarce. This study examines the practical utility of indirectly measured P-O Fit as a selection tool in a military setting. Measures of objective P-O Fit were obtained from actual applicants in a military selection setting and combined with self-report measures of Work Engagement upon organizational entry, and supervisor-rated Task Performance approximately two weeks later. P-O Fit predicted both Task Performance ( = .041) and Work Engagement ( = .038). More importantly, P-O Fit yielded incremental predictive validity in relation to both outcomes, also after controlling for intelligence and personality traits. While our initial models (including age, gender, intelligence, and personality) explained 25.1% and 5.8% of the variance in work engagement and task performance, respectively, this increased to 26.3% and 6.3%, respectively, after the inclusion of P-O Fit. Implications for practical use in selection systems are discussed.