Dimensions Of Work Engagement Research Articles

Transformational leadership influences on work engagement and turnover intention in an engineering organisation

Orientation: This study examined how transformational leadership (TFL) moderates the relationship between work engagement (WE) and perceptions of turnover intention (TI) in an engineering organisation. Research purpose: The study seeks to address the paucity of research on the moderating effect of TFL on the relationship WE and TI in the South African working environment and more specifically in the engineering organisation. Motivation for the study: The engineering sector is an important contributor to the DGP, but faces a skills shortage. Transformational leadership can play a key role in the retention of skills. Research approach/design and method: The study comprised 129 engineers in a South African engineering organisation. The study used a nonexperimental, quantitative research approach, while the population included a convenience nonprobability sample ( N = 124) of permanently employed engineers in a South African engineering organisation (women = 18%). Perceptions of TFL, WE and TIs were measured, and data were analysed by applying hierarchical moderator regression analysis to predict employee TI from WE in interaction with TFL. Main findings: The results indicate that TFL dimensions, namely idealised influence, inspirational motivation, intellectual stimulation and individualised consideration, moderated the relationship between WE dimensions, namely vigour and dedication and TI. Perceptions of a leader who articulated the organisation’s vision, acted as a role model, was inspiring, stimulated creativity and developed followers would enhance employees’ levels of energy, dedication and efforts and hence reduce TI. Practical/managerial implications: Transformational leadership is vital for positive employee engagement and employee retention. Leaders should therefore have TFL competencies and be adept in engaging with their followers. Contribution/value-add: This study adds value to the current engineering organisation as well as TFL, WE and TI literature by examining the effects of WE and TI, positing that TFL is a sound moderator in the relationship between the WE and TI.

Individual, job, and organizational dimensions of work engagement: evidence from the tourism industry

PurposeThis qualitative study investigates how employees and managers perceive work engagement and the role of intangible factors (e.g. task variety, support, and clarity) involved in the motivational process of engagement.Design/methodology/approachA sample of employees working in four organizations in the tourism industry were interviewed. Inductive thematic analysis was used to analyze the results.FindingsThe results reveal that several intangible and contextual factors (e.g. challenging and varied tasks, good relationships at work, and inspiring leaders) are more relevant to work engagement than extrinsic motivators. Engaged individuals are positive, show a personal attachment to their work roles and colleagues, and have a cognitive aspect derived from their effort.Originality/valueAn integrated model of work engagement–disengagement underpinned by factors at the individual, job, and organizational level is suggested as a synthesis of the main research results and can serve as a solid foundation for creating better future workplaces. This study contributes to the understanding of employee behaviors and organizations at work by discussing and empirically exploring the role of work engagement as a driver of differentiation among companies in the tourism industry in Galicia (Spanish region).

Is teleworking at odds with social sustainability and organizational learning?

PurposeThe well-being of individuals is an essential issue of sustainability research. This study aims to focus on the particular case of teleworkers and the work conditions which may hinder their well-being. More specifically, this study analyses the impact of social isolation and work overload on the work engagement and life satisfaction of teleworkers during COVID-19 pandemic.Design/methodology/approachWith a sample of 188 workers from the Portuguese banking sector, the authors use structural equations modelling to test a conceptual model. The authors carry out data analysis with partial least squares.FindingsSocial isolation and work overload are both negatively associated with the three dimensions of work engagement, namely, vigour, absorption and dedication. In turn, vigour is positively associated with life satisfaction. Social isolation and work overload are indirectly associated with life satisfaction through vigour. Results from multi-group analysis show that the negative relationship between social isolation and dedication is stronger for less senior teleworkers. By contrast, the negative relationship between work overload and dedication is stronger for more senior teleworkers. Additionally, the positive relationship between vigour and life satisfaction is stronger for permanent workers than for temporary ones.Originality/valueThis study tests the assumptions of the job demands-resources under the novel conditions of telework during COVID-19, focusing its ubiquitous conditions – social isolation and work overload. For human resources managers, this study highlights the need to take seniority and job stability in consideration when devising onboarding and working arrangement strategies for teleworkers.

The influence of humble leadership on employees’ work engagement: the mediating role of leader knowledge-sharing behaviour

PurposeThis paper empirically aims to investigate the mediating role of leader knowledge-sharing behaviour (LKSB) in the relationship between humble leadership (HL) and work engagement (WE).Design/methodology/approachThe responses of 321 employees in hospitality organisations in Jordan were collected via an online survey. The study data was then analysed using structural equation modelling.FindingsThe study found that leaders showing humble behaviour were able to share knowledge that ultimately improved employees’ work engagement; thus, confirming that leaders sharing knowledge behaviour mediates the relationship between HL and all three dimensions of work engagement.Originality/valueThis study delves into and sheds further light on HL theory by proposing that LKSB serves as a motivational basis for the relationship between HL and employees’ work engagement. By bolstering the mediating mechanism of LKSB, the findings provide new, deeper insights into the influence of HL on all three dimensions of work engagement.

Knowledge Management and Job Performance of Business Studies Teachers: The Mediating Effect of Work Engagement

Considering the complex and multiple job performed by business studies teachers, there is need to examine the relationships between three dimensions of knowledge management (KM), three dimensions of work engagement (WE) and two components of job performance (JP). There is need also to examine the mediating effect of WE in the relationship between KM and JP of business studies teachers. A correlational design was used in the study and data were collected from 138 business studies teachers in public universities in Nigeria. The authors applied bivariate correlation, linear regression and path analysis via 5000 re-samples bootstrap method. The results showed that KM dimensions, i.e. knowledge acquisition, knowledge dissemination and responsiveness to knowledge significantly predict WE. It also showed that WE dimensions, i.e. cognitive engagement, emotional engagement and physical engagement significantly predict JP components, i.e. task and contextual performance. The results also showed that knowledge acquisition and knowledge dissemination significantly predict JP, while responsiveness to knowledge did not significantly predict JP. It also showed that WE did not mediate the relationship between KM and JP. The results suggest that knowledge acquisition and knowledge dissemination and responsiveness to knowledge are among the key antecedents of WE. The results also suggest that cognitive engagement, emotional engagement and physical engagement are among the key antecedents of JP. It also suggest that low WE will not bring about the relationship between KM and JP. The results will help stakeholders to understand the salient roles of KM and WE in Nigerian tertiary institutions and their salient roles as human resource management strategies that must be implemented optimally within all work processes. In turn, help tertiary institutions to compete with other organizations through improved performance of staff.

Model of talent management for registered nurses in Malawian public hospitals

Orientation: There exists a lack of research on a model illustrating the relationship between talent management and job satisfaction, innovative work behaviour, work engagement and career orientation, and it explains the significance of the present study. Research purpose: This research aims to investigate the relationship between talent management and job satisfaction, innovative work behaviour, work engagement and career orientation amongst registered nurses in public hospitals of Malawi. Motivation of the study: The development of a structured model will contribute to new knowledge in human resources management because no relationship of this kind exists. The model illustrates the interactive relationship between talent management, job satisfaction, innovative work behaviour, work engagement and career orientation. Research approach/design and method: A quantitative research (cross-sectional) was conducted in public hospitals of Malawi by administering the adapted Human Capital Index Questionnaire, Minnesota Job Satisfaction Questionnaire (MSQ), the Innovative Work Behaviour Scale (IBS), the Utrecht Work Engagement Scale (UWES) and the Career Orientation Inventory (COI). The Spearman’s rank correlation ( r ) was used to determine the connection between the study variables. Main findings: The results demonstrated a strong positive relationship between talent management and job satisfaction ( r = 0.501, p < 0.001) but a weaker relationship with innovative behaviour ( r = 0.408, p < 0.001), dimensions of work engagement (vigour, dedication and absorption) and career orientation ( r = 0.488, p < 0.001). Furthermore, the results showed that job satisfaction was strongly positively associated with innovative behaviour ( r = 0.567, p < 0.001), career orientation ( r = 0.599, p < 0.001) and work engagement. There was a constructive relationship between innovative work behaviour, work engagement ( r = 0.631, p < 0.001) and career orientation ( r = 0.633, p < 0.001). Career orientation was strongly associated with work engagement ( r = 0.696, p < 0.001). Practical/managerial implications: Talent management impacts skill demands placed on the workforce for the kind of hired staff and how they are trained, assessed and rewarded. It also stimulates employees’ job satisfaction, innovative work behaviour, work engagement and career orientation. This study highlights the need for hospital management to give proper attention to the effective implementation of talent management practices and strives to resolve the challenges of implementing those practices. Contribution/value-add: This study offers the opportunity for health sector leaders to reflect on how they manage talent in hospitals, giving them the best practices of implementing talent management practices. Furthermore, there exists a lack of research illustrating the relationship between talent management and job satisfaction, innovative work behaviour, work engagement and career orientation. This explains the significance of this study.

Association between workplace psychological violence and work engagement among emergency nurses: The mediating effect of organizational climate.

BackgroundGiven that increasing attention is being given to the burdens on medical systems, researchers have concentrated their attention on nurses’ work engagement, especially in emergency departments.PurposeTo investigate the current situation of work engagement of nurses in emergency department, and to find out the impact of psychological violence on work engagement and its impact path.Basic proceduresThe research is a cross-sectional study. Questionnaires were distributed to 243 nurses from the emergency departments of ten tertiary hospitals from September to October 2019. SPSS was used to conducted ANOVA. The AMOS was used to conduct structural equation model to test the mediating effect of organizational climate on the association between psychological violence and dimensions of work engagement.Main findingsPsychological violence was negatively correlated with organizational climate, vitality, dedication, and focus, and organizational climate was positively correlated with dimensions of work engagement. A negative relationship was found between psychological violence and three dimensions of work engagement, which was mediated by organizational climate.ConclusionIn order to curb workplace psychological violence and improve the work engagement level of emergency nurses, organizational climate can be used as an intervention measure. The support of leaders, the care of colleagues and the mutual understanding and communication between doctors and patients can alleviate the job burnout of nurses in the face of heavy work, so that nurses can face their daily work with a better mental outlook.

Service amid crisis: the role of supervisor humor and discretionary organizational support

PurposeThis paper aims to study the effects of widespread stress and uncertainty that is characteristic of organizational crises on service employees and to explore the extent to which organizations may proactively use supervisors’ positive humor and discretionary organizational support that goes above and beyond service employee expectations to mitigate the pandemic’s negative impact on work engagement.Design/methodology/approachCross-sequential survey-based data was collected from 172 service employees during the height of the pandemic to assess service employees’ perceptions of both their supervisors’ use of positive humor and their employers’ discretionary organizational support in response to the emotion-laden stress and uncertainty surrounding COVID-19. PROCESS analysis was used to test the hypotheses and to conduct supplementary analyses.FindingsResults suggest employee perceptions of supervisors’ use of positive humor positively impact dimensions of work engagement at Time 1. This engagement then positively impacts extra-role behavior, innovativeness and pride at Time 2. The impact from supervisor humor to the outcomes is fully mediated through work engagement. From a moderation perspective, discretionary organizational support was shown as a substitute for creating work engagement at low levels of supervisor humor suggesting that the two “resource builders” can act as substitutes in creating engagement.Originality/valueThis paper provides unique insights into both the valuable role of positive workplace humor for service workers’ work engagement during times of widespread crisis and the moderating role discretionary organizational support plays when perceptions of humor are relatively low. Moreover, the supplemental examination of the multidimensional work engagement construct as a mediator between humor and the service outcomes of extra-role behavior, innovativeness and organizational pride provides unique insights into how a crisis context may deferentially affect the experience and implications of engagement for other service worker outcomes. Understanding the proactive, ameliorative role in service effectiveness played by supervisor humor and discretionary organizational support during crises is an emerging question for service research.

Examining the relationship between emotional intelligence and work engagement of automobile sector employees in Chennai

PurposeThe study aimed to assess the relationship between emotional intelligence and work engagement among employees of automobile sectors in Chennai, Tamil Nadu, South India, and also to find out various demographic factors of subordinates who are able to engage vigorously, meaningfully and committedly on their work through their emotional intelligence.Design/methodology/approachA descriptive cross-sectional study was conducted, and 184 employees were recruited through random sampling to take part in the study. A Google Forms questionnaire consisting of the demographic questionnaire Utrecht Work Engagement Scale (UWES) and Emotional Intelligence Scale (EIS) was constructed and sent via e-mail to the employees, and the data were collected; after the data cleaning process, it was analysed through SPSS Version 20 using independent t-test, ANOVA and Pearson's correlation.FindingsThe results showed that educational qualification and income significantly influenced work engagement in all dimensions, while gender, designation and work experience partially influenced work engagement. It showed a strong correlation between work engagement and emotional intelligence.Research limitations/implicationsThis study assessed a small number of employees due to which the external validity reduces, and it assessed only the interplay between different dimensions of work engagement and emotional intelligence but not linked with any other mediating factors. The final sample size of the present study was relatively small due to the time constraint; hence, the study yielded less accurate results. Some linking variables, such as job security, motivation, knowledge management and transformational leadership, can be added to find out the association of emotional intelligence and work engagement and to understand how the factors influence each other.Practical implicationsFor every output in the organisation, the work engagement or performance, there is an emotion behind each and every individual. The person cannot put his/her whole effort at work and concentrate without his/her self-awareness and management; at the same time, socialising is also very important to maintain good relationships at work; without these influences, one cannot have engagement in his/her work, which ultimately leads to job satisfaction. It improves the strong attitude and behaviour that intend to be engaged at work.Social implicationsThis study would benefit in focusing more on rewards and recognition, empowering employees and building a bond between the organisation and employees in a strategic manner. The management can utilise the employee's engagement and make various financial outcomes, such as profitability and growth, increasing the share value and the turnover of the productivity. It improves the communication between business leaders and the organisation that benefits the business practices to be more effective which leads to a positive social change. Employee engagement strategies could fill the gap between employees' job involvement and the productive outcome. On the whole, employees' work engagement makes them to invest themselves wholeheartedly into cognitively, physically and emotionally on the job.Originality/valueWork engagement and emotional intelligence, as well as their dimensions, illustrate a clear relationship and are also shown to be predictive of each other in the workplace.

Change in nurses’ psychosocial characteristics pre- and post-electronic medical record system implementation coinciding with the SARS-CoV-2 pandemic: pre- and post-cross-sectional surveys

BackgroundThe impacts of electronic medical record implementation on nurses, the largest healthcare workforce, have not been comprehensively examined. Negative impacts on nurses have implications for quality of patient care delivery and workforce retention. ObjectiveTo investigate changes in nurses’ well-being, intention to stay, burnout, work engagement, satisfaction, motivation and experience using technology pre- and post-implementation of an organisation-wide electronic medical record in Victoria, Australia. MethodsThe natural experiment comprised an electronic medical record system implementation across six hospitals of a large tertiary healthcare organisation. Cross-sectional surveys were collected pre-electronic medical record implementation prior to the SARS-CoV-2 pandemic in 2019, and 18-months post-electronic medical record implementation during the pandemic in 2020, and findings compared. ResultsA total of 942 surveys were analysed (550 pre-electronic medical record (response rate 15.52%) and 392 post-electronic medical record (response rate 9.50%)). Post-electronic medical record, nurses’ work satisfaction (r = 0.23, p=<0.001), intention to stay (r = 0.11, p = 0.001) and well-being (r = 0.17, p=<0.001) decreased. Nurses’ perceived competence increased (r = 0.10, p = 0.002) despite decreased autonomy (r = 0.10, p = 0.003). Two of three dimensions of work engagement worsened (vigour r = 0.13, p=<0.001; dedication r = 0.13, p=<0.001) and all dimensions of burnout increased (exhaustion r = 0.08, p = 0.012, cynicism r = 0.07, p = 0.04 and reduced efficiency r = 0.32, p=<0.001). Nurses reported more burnout symptoms (95% CI 4.6–4.7%, p = 0.036), were less engaged (95% CI 49.6–49.9%, p=<0.001) and career trajectory satisfaction decreased (r = 0.15, p=<0.001). Matched data from 52 nurses showed changes in the same direction for all items except career trajectory satisfaction, hence validated findings from the larger unmatched sample. ConclusionsImplementation of an electronic medical record immediately followed by the SARS-CoV-2 pandemic was associated with negative changes in nurses’ well-being, intention to stay, burnout, work engagement and satisfaction.

Workplace fun is not enough: the role of work engagement and trust

Research on workplace fun has neither identified the processes through which its positive impact is achieved nor the mechanisms that facilitate it. In the present study we examined the protecting role of five workplace fun dimensions with regard to need for recovery from work, turnover intentions, and chronic social stressors and the mediating role of vigor, dedication and absorption (work engagement). We also explored workplace fun under conditions of high, medium and low trust. The study was a cross-sectional survey. Four hundred and thirty-three employed individuals working in various professions in Greece participated by filling in an online questionnaire. Convenience sampling was used. A series of hierarchical regression analyses and mediation and moderation analyses showed that work engagement dimensions (vigor, dedication, and absorption) mediate the impact of organic workplace fun and management support for fun on turnover intentions, chronic social stressors and need for recovery from work. A significant interaction effect of trust for the relationship between different types of workplace fun and the outcomes measured was found. Our study shows that the relationship of workplace fun with favorable outcomes can be explained by fluctuations in work engagement and is stronger when trust levels are sufficient.

Work Engagement as Mediator in the Relationship between Job Resources and Employees Turnover Intention among Nursing Practitioners in Saudia Arabia

The purpose of this quantitative study was to investigate the mediating influence of work engagement on the relationship between antecedents (e.g., supervisor support, performance feedback, autonomy, and learning opportunities) and consequence (turnover intention) among nursing practitioners in Royal Commission Medical Center (RCMC), Yanbu, Saudi Arabia. The study was conducted among a sample of 320 nurses from the RCMC, and data were analyzed using Pearson correlation and simple meditation analysis with SPSS&amp;#39;s PROCESS macro model 4, to determine the influence of job resources on turnover intention through work engagement. Results of this study indicated significant negative correlations between age and turnover intention (r = &amp;minus;0.139; p &amp;le; 0.013), salary and turnover intention, and a positive correlation between nationality and dedication r = 0.128; p &amp;le; 0.05). Also, the results demonstrated that three dimensions of work engagement were significantly correlated with job resources and turnover intention. A limitation of the study lies in the method of data collection method, which participants self-reported in a questionnaire. The present study indicated Human Resource Development (HRD) professionals can both enhance the level of employee engagement and reduce the level of turnover intention, by improving employees&amp;rsquo; learning opportunities to meet their current and future job requirements. Providing learning opportunities to one group in the organization is inadequate; an implication of this study is for HRD professionals to provide learning opportunities across multiple departments to enhance the level of employee engagement and reduce the level of turnover intention.

A New Concept of Work Engagement Theory in Cognitive Engagement, Emotional Engagement, and Physical Engagement.

The concept of work engagement (WE) has aroused the interest of many scholars. However, there has been limited academic research in examining how authentic leadership (AL) can influence WE, which consequently influences organizational citizenship behavior (OCB) and task performance (TP). In particular, this study divides WE into cognitive engagement, emotional engagement, and physical engagement to fully reflect the engagement theory. This study introduces three dimensions of WE and tests the theoretical model to validate cognitive engagement, emotional engagement, and physical engagement. Empirical testing using a survey of 151 employees of retail travel agencies in Taiwan revealed that the AL can influence cognitive engagement, emotional engagement, and physical engagement, and also OCB and TP. These analysis results can assist vendors to implement OCB and TP through WE and AL.

Organizational climate and work engagement of employees of divine word colleges in Ilocos Region, Philippines

The study aims to determine the correlation between organizational climate and work engagement of the employees. To strengthen the theory of the study, related literature was reviewed. The study used a descriptive correlational research design. To gather the data, questionnaires were used. The population of the study was all faculty and employees of the colleges in the Ilocos region. Since it is a quantitative study, the statistic was used to interpret the data. The weighted mean was used to determine the average mean of different organizational climate dimensions and different dimensions of work engagement, while Pearson r Correlation was used to determine the correlation between the organizational climate and work engagement of the employees. The results indicate that there is a significant correlation between organizational climate and work engagement of employees.

Gender and generation gaps in government organization: does it affect work engagement?

Purpose: This research proposed to evaluate the differences between generations and gender work engagement. This evaluation is strategically needed to clarify the debate related to the issue of work engagement. The clarification based on research findings involving respondents from different context is necessary to improve ecological validity. It is also important since the evidence obtained through this research is useful for improving the effectiveness of human resources policies.Design/Methodology/Approach: The data were collected through self-administered questionnaire involving 128 respondents from a specific context of government organization. There were 17 items used to represent work engagement. The measurement was adapted from UWES-17. ANOVA and independent sample t-test were conducted to test the influence of generations and gender on the total of work engagement and its three dimensions.Findings: Results showed that generation and gender influence work engagement. Baby Boomers indicated the strongest work engagement. Generation Y showed the lowest work engagement. Men exhibited higher work engagement than women. However, further evaluation on the dimensions of work engagement showed interesting findings. Baby Boomers did not significantly differ from their counterpart of generation X on any dimensions. Generation X consistently differed from generation Y in all dimensions. Regarding gender and the dimensions of work engagement, only absorption showed insignificant different. In general, the findings of this research was align with the theory of social exchange as well as antithesis of burnout.Research Limitation/Implications: The data were collected from the government officials. It is limited that it may not capture the employees’ characteristics from business organization. Generalization may also be limited. However, this specific context may offer a valuable perspective related to the situation in which seniority is important point in considering career decision made by the organization. In addition, the measurement used in this research adapted from UWES-17. Research showed that different work engagement measurement applied in diverse culture may result in inconsistent findings. A comprehensive research was necessary to evaluate the measurement that was relatively free from cultural influences.Practical Implications: This research offered an interesting recommendation in relation with organizational policies to improve work engagement and its dimensions. Based on this research findings, organizations may consider emphasizing on human resources policies which was suitable for generation Y to improve work engagement. Moreover, work-life balance to improve the level of women work engagement was also recommended.Originality/Value: This research was contributed to evaluate the impact of generations and gender on work engagement and its dimensions. Research involving specific context as government officials was rare. The result may be crucial to avoid developing organizational policies that were based on research findings that came from irrelevant contexts.

Structural and Predictive Validity of the Spanish Short Version of Utrecht Work Engagement Scale in Educational Institutions Workers.

In this paper, we evaluate the factorial validity of the Spanish short version of the Utrecht Work Engagement Scale (UWES-9) and assess its predictive validity with respect to self-assessed work performance. A total of 229 employees from educational institutions in Ecuador participated. Using a model comparison analysis, the unidimensional model exhibited an excellent goodness of fit, χ2 = 26.176 (24), p = .344; CFI =1.000; TLI = 1.000; RMSEA = .020; SRMR = .034; it was not improved by more complex models, Three-factor model: χ2 = 22.148 (21), p = .391; CFI =1.000; TLI = 1.000; RMSEA = .016; SRMR = .033. Two-factor model: χ2 = 26.080 (23), p = .297; CFI = 1.000; TLI = 1.000; RMSEA = .025; SRMR = .034). Therefore, it is justified as a unidimensional instrument of work engagement. However, upon analyzing the correlation patterns of the overall score and the work engagement dimensions in relation to the task performance, contextual performance, and counterproductive behaviors, we conclude that, while the unidimensional model exhibits a good fit, the three-factor theoretical approach is substantively superior in that it maintains differential predictive validity for each theoretical dimension.

Work Addiction and Work Engagement: a Network Approach to Cross-Cultural Data

This study aimed to investigate direct relationships of work addiction symptoms with dimensions of work engagement. We used three samples in which work addiction was measured with the Bergen Work Addiction Scale and work engagement was measured with the Utrecht Work Engagement Scale. One sample comprised responses from working Norwegians (n1 = 776), and two samples comprised responses from working Poles (n2 = 719; n3 = 715). We jointly estimated three networks using the fused graphic lasso method. Additionally, we estimated the stability of each network, node centrality, and node predictability and quantitatively compared all networks. The results showed that absorption and mood modification could constitute a bridge between work addiction and work engagement. It suggests that further investigation of properties of absorption and mood modification might be crucial for answering the question of how engaged workers become addicted to work.

The link between extraversion and service outputs: a moderated mediation model of work vigor and coworker support

PurposeBased on the broaden-and-build theory, this study aims to clarify that the relationship between extraversion and service outcomes will be mediated by work vigor, and that, in turn, this mediating effect will be moderated by coworker support. Specifically, the authors examine vigor as an attitudinal resource to drive organizational performance.Design/methodology/approachThis research collected 181 valid questionnaires from service industries through a two-wave survey. The authors used hierarchical regression analysis to conduct each hypothesis test. Owing to the conditional mediating effect, the authors differentiated each variable centering and used the fractional number and the product as the predictor variable, moderator, and interaction effects after centering.FindingsThe relationships between extraversion and customer orientation and service performance mediated by work vigor in that the indirect relationships are stronger when perceived coworker support is higher than is lower.Research limitations/implicationsFuture studies are suggested to probe into different forms of social support (e.g. family support), mechanisms of coworker support (e.g. task-related vs. non-task-related assistance), and different workplace contexts.Practical implicationsExtraversion, as a personality trait, is a significant reference index to examine an applicant's qualifications during recruitment, particularly in service organizations. Appropriate job assistance and emotional conciliation from coworkers can effectively facilitate employees' work vigor and service outputs.Originality/valuePrevious studies suggested the influence of different personality traits on different dimensions of work engagement. Accordingly, investigation indicates that extraversion can effectively predict work vigor which is an important attitude of willingness to put personal efforts at work to facilitate frontline service outcomes.

Description And Causes Of Having Work Engagement In Employees

Work engagement is a positive view of an employee towards his work that is characterized by vigour, full involvement (dedication), and high concentration during work (absorption). This study aims to determine the description and causes of having employee engagement by exploring dimensions based on the definition of work engagement proposed by Schaufeli, Gonzalez, &amp; Bakker (2002), vigour, dedication, absorption. The research was conducted through a literature study that is finding various related sources and making conclusions in accordance with the research objectives. The credibility test used is peer debriefing, namely asking other researchers who are not involved in the research project to help investigate the thinking of researchers in all or certain parts of the research process. The results showed that the most dominant dimension of work engagement was dedication

Staff Nurses' Career Plateau and Its Influence on Their Work Engagement

Context: Nowadays, due to volatile organizational structures and unstable circumstances, employees work in the same job for a long period. So, a career plateau will result in obstacles to promotion; the employee remains in the same position for a longer period, and the employee feels bored with the job. The plateaued employees have become less optimistic, very nervous, and highly stressed. Therefore, a career plateau is an antecedent for unwanted work outcomes, such as low job satisfaction, low career motivation, low self-efficacy, and low work engagement.&#x0D; Aim: This study aimed to assess the career plateau perceived by staff nurses and its influence on their work engagement. &#x0D; Methods: A descriptive correlational design was used to conduct this study at Heart and Specialized Surgery Hospital on one hundred and forty nursing staff. Data collection tools included Career Plateau Scale and Work Engagement Scale.&#x0D; Results: Illustrate that most nursing staff (76.4%) had a high level of experience with hierarchical/structural plateau. Meanwhile, 35.8% had a high level of experience with maintenance plateau. Regarding the total level of career plateau, it was observed that 56.4% of nurses staff had a high level of experience with a total career plateau, and 26.4% of them had a moderate level. At the same time, 17.2% had a low level of total career plateau. Nursing staff distribution regarding work engagement dimensions indicates that the majority (91.6%) had a high level regarding the dedication dimension. In addition, 82.4% had a high level regarding the vigor dimension. At the same time, only 9.7% of them had a high level regarding absorption dimension. There was a statistically significant moderate positive correlation between nursing staff perception of Hierarchical/structural career plateau and their work absorption dimension at r=0.55, p=0.001. While there was a statistically significant negative correlation between nursing staff perception of career plateau and engagement dimensions at r=-0.300, p. value &lt;0.001.&#x0D; Conclusion: Indicates a statistically significant negative correlation between total nursing staff perception of career plateau and their total work engagement. The study recommended that nurse managers develop a clear road map for advancing the career of staff nurses to reduce the plateauing of careers, and implementation of career development programs should be proactive rather than reactive so that employees are better equipped to deal with career stagnation and boredom.