Employee Work Engagement Research Articles

How Employee Well-being Mediates the Relationship between Employee Experience and Work Engagement?

The purpose of this study was to examine the impact of employee experience on work engagement. A questionnaire consisting of both open-ended and multiple-choice items was administered to 308 respondents working in seven main insurance companies operating in Turkey. Employee experience is divided into three dimensions: the perceived importance of managers, work meaningfulness, and career-focused experience. According to the results of this study, employee experience has an important effect on work engagement. Employee well-being partially mediates the relationship between employee experience and work engagement. The importance of the research is that it shows that employee experience practices and welfare policies implemented by companies will ultimately result in work engagement. We emphasize the importance of providing employees with a positive experience throughout their journey, from recruitment to post-employment, as it leads to positive outcomes at both an individual and organizational level.

A Structural Model Approach to Leadership Style, Quality of Work Life and Communication Mediated by Motivation on Work Engagement (Empirical Study on the Ministry of Religious Affairs Work Unit in the South Papua Province Region))

The demand to always have integrity, be professional, be responsible for work and the organization and be an example for others is not an easy matter for Civil Servants in the Ministry of Religion, especially in the South Papua Province region. This research aims to analyze the relationship between leadership style, quality of work life and communication mediated by motivation on employee work engagement. Data collection was carried out using a saturated sampling approach, with a final sample size of 148 respondents. The SEM analysis technique is carried out by evaluating the measurement model and structural model. The results of the analysis show that work motivation does not mediate the influence of leadership style, quality of work life and communication on employee engagement. It was found that there was a significant influence of leadership style, quality of work life and communication on work motivation, but these three variables had no effect on employee engagement.

The effects of psychological capital, work engagement and job autonomy on job performance in platform flexible employees

The performance of platform flexible employees is a core element that contributes to the rapid growth of the sharing economy platform. It is crucial to explore strategies to improve employees' performance with the growing competition among these platforms. Only a handful of research evidence has been found evaluating platform flexible employees’ psychological capital and work engagement to improve their performance. In order to remedy the gap, we draw on self-determination theory to develop a moderated mediation model, which examines how psychological capital affects platform flexible employees’ job performance. We employed hierarchical regression analysis to test the theoretical model and carried out two rounds of surveys, resulting in 474 valid paired questionnaires. The questionnaire assessed the psychological capital, work engagement, job performance, and job autonomy of flexible platform employees. The results indicate that work engagement plays a mediating role between psychological capital affects platform flexible employees’ job performance. Moreover, job autonomy moderates the mediating effect. The findings not only contribute to the literature on employees’ psychological capital and job performance, but also broaden the research scope of self-determination theory, and provide new ideas for improving the job performance of platform flexible employees.

Optimizing Telework with Exercise: An Exploration of the Curvilinear Relationship between Telework Intensity and Work Engagement.

The sudden COVID-19 crisis disrupted people's pace of life. Meanwhile, telework has gradually attracted public attention and become a regular mechanism for organizations. In this context, self-regulation theory was utilized to explore the impact of telework intensity on work engagement. Data were collected from 304 employees across three time points, and the results supported a curvilinear relationship between telework intensity and work engagement. Specifically, it was discovered that employees exhibited the highest levels of work engagement at moderate levels of telework intensity. Additionally, based on the strength model of self-control, the research identified self-control as playing a mediating role between telework intensity and work engagement. Finally, the study revealed that the duration of physical exercise moderated the relationship between telework intensity and self-control. Long-term physical exercise was found to prolong and enhance the positive effects of telework intensity on self-control, thereby boosting employee work engagement. This study provided unique and valuable insights into maintaining employee engagement in telework.

A Dual-Pathway Model Linking Algorithmic Management to Employee Work Engagement

A Dual-Pathway Model Linking Algorithmic Management to Employee Work Engagement

Determinants influencing productivity in unicorn startups: Roles of new ways of working and work engagement

Despite its growth, Indonesia’s startup industry struggles with high failure rates; this industry relies on employee productivity and promoting new work methods that reshape modern workplaces. The study aims to examine the impact of new ways of working on employee productivity and work engagement in Indonesian unicorn startups post-pandemic while also observing the current situation using importance-performance analysis. The data analysis uses structural equation modeling (SEM) with partial least squares (PLS) and Smart-PLS software. This study analyzes survey data from 56 leaders of Indonesian unicorn startups. It delves into the complex relationships between these variables based on the leaders’ perspectives. According to the findings, new ways of working impact employee productivity (β = 0.521; p-value < 0.05), new ways of working impact work engagement (β = 0.856; p-value < 0.05), work engagement impact employee productivity (β = 0.379; p-value < 0.05), and new ways of working impact employee productivity through work engagement (β = 0.325; p-value < 0.05). The findings indicate that new ways of working significantly affect work engagement and productivity. It also identifies work engagement as a key driver of employee productivity. Interestingly, the effect of new ways of working on employee performance is also mediated by work engagement, highlighting the relationship between these factors.

Mencapai work engagement pada karyawan : Bagaimana peranan psychological well-being dan work life balance?

The purpose of this study is to examine whether psychological well-being and work life balance are related to work engagement in employees. The population in this study were employees in Surabaya City. The sample size for this study was 287 people, as determined by the Isaac and Michael table, with an error rate of 10%. The approach used is quantitative correlational, with simple random sampling technique. The measurement tools used were the Scale of Psychological Well-being (SPWB) (18 items), the Work/Nonwork Interference and Enhancement Scale (17 items), and the Utrecht Work Engagement Scale (UWES) (17 items) to measure work engagement. The results of this study include multiple linear regression, t-test, variable means, and effective contribution. The results showed that psychological well-being and work life balance significantly increased work engagement (F = 52.664; r = 0.520; R Square = 0.271; P < 0.000). Psychological well-being and work life balance can be used as techniques for employees to build and improve employees' work engagement with the company and their work

The dynamics of servant leadership: manager sleep, daily servant leadership and employee work engagement

The dynamics of servant leadership: manager sleep, daily servant leadership and employee work engagement

Turnover Intention’s Employees Retail: The Role Performance And Work Engagment

This study aims to determine the effect of employee performance and work engagement on turnover intention both partially and simultaneously at retail organization. This research uses a quantitative approach. The sampling used is accidental sampling through google form with a total of 496 respondents of retail organization employees. Employee performance measurement tools are measured by the Individual Work Performance Questionnaire (IWPQ) of 18 items. Work engagement is measured by the Utrecht Work Engagement Scale-9 (UWES-9) with a total of 9 items. Turnover intention was measured by Turnover Intention Scale (TII) by Mobley with 3 items. Data were processed using Jamovi 2.4 software with multiple linear regression models. Hypothesis testing results show that employee performance has no effect on turnover intention. While the work engagement variable has a negative effect on turnover intention. Simultaneously, employee performance and work engagement positively affect turnover intention by 6.7%.

The effects of spouse perfectionism on employee work engagement: a moderated mediation model

The effects of spouse perfectionism on employee work engagement: a moderated mediation model

Linking Person Supervisor Fit With Employee Performance and Work Engagement: The Mediating Role of LMX

Leaders have become a key factor in determining the future of an organization. For this reason, support from leaders is very influential on work engagement and employee performance in the organization. Leaders can form a conducive work atmosphere so that employees can be motivated to work. This study aims to link person supervisor fit to employee performance and work engagement mediated by a leader-member exchange. Respondents in this study were employees of six Islamic banks in the province of DIY. Collecting data through questionnaires were distributed online and offline to 158 employees of Islamic Banks. Data were analyzed through SEM-PLS using SMART-PLS software. The results of this study prove that PS-Fit can have a positive effect on employee performance and work engagement. In addition, this study can also examine the role of LMX as a mediating variable that connects PS-Fit to employee performance and employee work engagement. For this reason, managers at Islamic Banks need to optimize the role of leaders in the company, such as improving interpersonal relationships with employees in order to improve employee performance and employee work engagement.

Job characteristics and work engagement among secondary school teachers: the moderating role of co-worker support

This study examines the moderating effect of co-worker support on the relationship between job characteristics and employee work engagement among secondary school teachers in Tanzania. A cross-sectional research design was adopted; data were collected using a structured questionnaire from 221 randomly selected respondents, and analysis was carried out using structural equation modelling. The findings indicate that job characteristics have a positive and significant relationship with employee work engagement (β = 0.478, p = 0.001). Additionally, the moderating effect of co-worker support on the relationship between job characteristics and employee work engagement is positive and significant (β = 0.305, p = 0.046). Conversely, the findings indicate that the relationship between co-worker support and employee work engagement is not statistically significant (β = 0.217, p = 0.067). These findings have implications for theory and management, suggesting that managers in the education sector should prioritise fostering a supportive atmosphere among teachers and encouraging mutual assistance and collaboration. This can create a work environment where employees feel valued and empowered, leading to increased job satisfaction and engagement. The study aligns with the job characteristics model, highlighting that job characteristics promote positive outcomes like relationship-building, teamwork, and employee retention. It recommends evaluating jobs to improve their features, making them more attractive and rewarding, which increases employee engagement. Additionally, ambiguous and less attractive jobs should be redesigned to minimise anxiety and stress.

Study of the Effects of Performance Stress on Employee Work Engagement

Study of the Effects of Performance Stress on Employee Work Engagement

Remote employee work performance in the meta COVID-19 era: evidence from Greece

PurposeBy drawing on the reciprocity norm and the employee engagement theory, the aim of this study is to investigate the influence of workplace characteristics (e.g. individual, job, group and organizational levels) on remote employee work performance (i.e. task, adaptive and proactive) and to examine the potential role of work engagement.Design/methodology/approachData were collected through a phased investigation in a branch of a multinational telecommunication company located in Greece. The research was carried out from September 2022 to December 2022. Firstly, 364 exclusively remote employees completed questionnaires examining work-related characteristics (i.e. change self-efficacy, work autonomy and perceived organizational support (POS)) as well as their work engagement. Consequently, their supervisors evaluated their work performance. The research model was tested with the use of structural equation modeling (SEM).FindingsThe research findings suggest that change self-efficacy, work autonomy, support from supervisors and organizational support positively influence employee work engagement as well as that work engagement mediates the relationship among change self-efficacy, support from supervisors, organizational support and employee work performance (i.e. task and adaptive). Theoretical and practical implications of these findings are discussed.Practical implicationsThe results indicate that if organizations manage to influence positively their employees’ work engagement by providing them with the necessary conditions and support (i.e. individual, group and organizational levels), they may increase their work performance in changing and complex times.Originality/valueThe research findings provide new insights into how workplace characteristics and work engagement may influence employee performance during turbulent times. The originality of this study lies in the finding that employees’ work engagement mediates the relationship among change self-efficacy, support from supervisors, organizational support and employee work performance (i.e. task and adaptive). Further, the study refers to exclusively remote employees, and it was conducted in the meta coronavirus 2019 (COVID-19) era.

Keterpikatan Kerja dan Kesejahteraan Pegawai Lintas Generasi di Indonesia

Research on employee well-being and work engagement in Indonesia is interesting. This study reports a literature review based on research on the relationship between these variables in cross-generational participants in Indonesia. The results show that employee well-being in Indonesia is reported in four constructs: employee well-being, well-being at work, subjective well-being, and psychological well-being. Work engagement in Indonesia is reported using two terms: work engagement and employee engagement. Many studies report that work engagement is a positive predictor of employee well-being, otherwise, several studies report the opposite, employee well-being becomes a positive predictor of work engagement. Several studies report the relationship between work engagement and employee well-being in participants across generations, from Z generation, millennials, and X, to the Boomer generation. Recommendations from this study include that future research can carry out model tests and mediator tests on variables that influence work engagement and employee welfare in Indonesia.

How Does Empowering Leadership Relate to Work Engagement? The Roles of Organisational Identification and Workplace Well-Being.

Scholars tend to believe that effective leadership contributes to facilitating employee work engagement. Based on social identity theory and self-determination theory, this study explored how empowering leadership affects employee work engagement through the mediating roles of organisational identification and workplace well-being. A sample of 3645 front-line employees in China participated in this study. A structural equation model analysis was performed to examine the hypothetical model. Sex, age, degree of education, wage income per month (RMB), and subjective social class were covariables. The results indicated that (a) empowering leadership was positively related to work engagement, (b) organisational identification and workplace well-being played a partial mediating role in the relationship, and (c) organisational identification and workplace well-being had a chain mediating effect on empowering leadership and work engagement. These findings advance the understanding of the effect of empowering leadership on employees' working attitudes and behaviours. They also contribute to potential interventions that boost employee work engagement.

“This School is Part and Parcel of Myself”: Workplace Attachment Promotes Positive Affect Among Teachers through Work Engagement

The current paper examines the relationship between teachers’ attachment to their institution and positive affect, through work engagement. In addition, the hypothesized path model considers two predictors of workplace attachment, namely teaching experience in the current institution and the frequency of communication with colleagues in an ordinary working day. Data were gathered from 289 primary school teachers employed in Turkish public schools through convenience sampling. A structural equation modelling method was applied for testing the hypothesized path model. Findings demonstrated teachers who frequently communicated with their colleagues had a high workplace attachment. Furthermore, primary school teachers who had a stronger attachment to their institution more engaged to their work, which in turn leads to higher levels of positive affect and lower levels of negative affect. Although previous literature emphasized the importance of the workplace on employee well-being and work engagement, previous work on teachers’ attachment to their institutions and its consequences is limited. With these findings, the current paper made important theoretical and practical contributions (e.g., examining the predictors and well-being outcomes of emotional and cognitive bonding to work environments in a non-WEIRD sample) considering attachment to work environments is a less-studied topic in the place attachment literature as compared to other contexts (e.g., neighborhoods, cities).

A STUDY OF THE IMPACT OF EMPLOYEE LOYALTY ON ORGANIZATIONAL PERFORMANCE BASED ON IMPROVING ORGANIZATIONAL COMMITMENT

This study explores the intrinsic mechanism by which organizational commitment affects organizational performance. The study introduces employee loyalty as a mediating variable, perceives organizational support as a moderating variable, and constructs a moderated mediating effect model based on these variables. We conducted an empirical test with hierarchical regression and other methods, utilizing survey data from 335 employees in Chinese companies. The results revealed that: 1) all three dimensions of organizational commitment positively influence employee loyalty, with affective commitment having the strongest effect; 2) employee loyalty partially mediates the relationship between various dimensions of organizational commitment and organizational performance; 3) the relationship between various dimensions of organizational commitment and organizational performance; 4) the sense of organizational support positively moderates the relationship between organizational commitment and employee loyalty; and 5) employee loyalty typifies organizational performance improvement by enhancing employee performance and work engagement. This study expands research on the relationship between organizational commitment, employee loyalty, and organizational performance. Additionally, it enriches the relevant theoretical connotation and provides useful enlightenment for enterprises to enhance employee loyalty and improve organizational performance.

Organizational effectiveness: the role of culture and work engagement

PurposeThis study aims to examine the impact of learning organizational culture on organizational effectiveness. The study also explores the role of employee work engagement as the intervening mechanism in the learning organizational culture-organizational effectiveness association.Design/methodology/approachThe data were collected from middle and top managers using the survey approach from the manufacturing and services sectors in India. Structural equation modeling and fuzzy-set qualitative comparative analysis (fsQCA) were used to analyze the data.FindingsWe found that organizational effectiveness is positively affected by learning organizational culture and that employee work engagement mediates this relationship. Our findings provide an essential building block in the research of learning organizational culture, work engagement and organizational effectiveness.Originality/valueThis study establishes linkages among the variables of interest by examining the impact of a learning organizational culture and work engagement on organizational effectiveness. It augments the existing literature on organizational effectiveness by elucidating the role of a learning organizational culture and work engagement as critical enablers of organizational effectiveness. Additionally, the study furnishes empirical evidence demonstrating the mediating role of work engagement in the relationship between a learning organizational culture and organizational effectiveness.

Self-Determination Theory and Workplace Outcomes: A Conceptual Review and Future Research Directions.

Adaptive workplace outcomes, such as employee work engagement, job performance, and satisfaction are positively associated with physical and psychological well-being, while maladaptive workplace outcomes, including work-related disengagement, dissatisfaction, stress, boredom, fatigue, and burnout, are negatively associated with well-being. Researchers have applied self-determination theory to identify key motivational correlates of these adaptive work-related determinants and outcomes. Research applying the theory has consistently indicated that autonomous forms of motivation and basic psychological need satisfaction are related to better employee performance, satisfaction, and engagement, while controlled forms of motivation and need frustration are associated with increased employee burnout and turnover. Forms of motivation have also been shown to mediate relations between need satisfaction and adaptive workplace outcomes. Despite support for these associations, a number of limitations in research in the field have been identified, which place limits on the inferences that can be drawn. Noted limitations encompass an over-reliance on single-occasion, correlational data; few fit-for-purpose tests of theory mechanisms; and a lack of consideration of key moderating variables. In the current conceptual review, we discuss these limitations in turn, with specific reference to examples from the extant research applying the theory in workplace contexts, and provide a series of recommendations we expect will set the agenda for future studies applying the theory in the workplace. Based on our review, we make three key recommendations: we stress the need for studies adopting experimental and longitudinal designs to permit better inferences (i.e., causal and directional), highlight the need for intervention research to explicitly test mediation effects to provide evidence for theory mechanisms, and outline some candidate moderators of theory effects, including workplace context, job type, pay structure, and causality orientations. We expect these recommendations to set an agenda for future research applying self-determination theory in workplace contexts with a view to filling the current evidence gaps and improving evidential quality.