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Abstract

Although technology still dominates, human resources and how they are managed is receiving increased attention in the analysis of gaining competitive advantage. Yet, many complex questions remain. This study first examines the theoretical understanding of employee engagement. Then an empirical investigation is made of the role that a wide variety of managers’ (n = 170) psychological state of self-efficacy plays in the relationship between their employees’ (average of about 16 per manager) measured engagement and a multiple measure (self, subordinates and peers) of the managers’ effectiveness. Results of the statistical analysis indicate that the manager’s self-efficacy is a partial mediator of the relationship between his or her employees’ engagement and the manager’s rated effectiveness. Overall, these findings suggest that both employee engagement and manager self-efficacy are important antecedents that together may more positively influence manager effectiveness than either predictor by itself. Implications for effective management development and practice are discussed.

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... H2. Emotional Sustenance has a positive impact on Work-Life Balance 2.5 Self-efficacy Self-efficacy, defined as the confidence in one's ability to execute tasks and achieve goals, is a subjective construct shaped by individual perceptions and influenced by contextual factors (Ormrod, 2003;Luthans and Peterson, 2002). Albert Bandura (1977) identified four key sources of self-efficacy: mastery experiences, verbal persuasion, vicarious modeling, and psychological arousal. ...
... Specifically, the mediation path from ES through SE to WLB (Indirect Effect 5 0.127, 95% CI [0.089, 0.178]) demonstrates a strong link, resonating with Bandura's (1997) theory on the central role of self-efficacy in managing personal agency and stress. The robustness of the SE construct in our study (composite reliability 5 0.979) is corroborated by recent literature that highlights the protective effects of self-efficacy against workplace stressors (Luthans and Peterson, 2002;Siu et al., 2015). Moreover, the sequential mediation involving IS, SE, and GR leading to WLB, which showed partial serial mediation (Indirect Effect 5 0.016, 95% CI [0.008, 0.029]), underscores the intricate interplay among psychological strengths that cultivate resilience and long-term well-being (Table 7). ...
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Purpose This study investigates how emotional and instrumental family support contribute to work-life balance (WLB) among women in higher education, with a particular focus on the mediating roles of self-efficacy and grit in enhancing this balance. Design/methodology/approach Utilizing a quantitative research design, the study employed a survey methodology to gather data from women employees. The data were analyzed using partial least squares structural equation modeling (PLS-SEM) to evaluate the relationships among family support, self-efficacy, grit and work-life balance. Findings The results highlight the significant positive influence of both emotional and instrumental family support on work-life balance. Self-efficacy and grit serve as crucial mediators, both individually and through serial mediation, enhancing women employees' capacity to manage work and personal responsibilities effectively. The study underscores the importance of these psychological constructs in mediating the relationship between family support and work-life balance. Originality/value This study contributes to the literature by providing a fresh perspective on work-life balance, particularly within the context of women in higher education. It is one of the few studies to examine the dual mediating roles of self-efficacy and grit, highlighting the distinct influence of emotional and instrumental support on WLB. The findings extend social cognitive theory and conservation of resources theory by demonstrating how internal psychological resources interact with external support to enhance well-being.
... This has been validated by a Gallup Study whose research showed that costs of disengaged workforce in the United States was upwards of $300bn annually. 6. Effect on Personal Life of Employee -A disengaged employee is seldom able to shake off the lethargy and perform in the current organization or land a job of preference. ...
... 5. Huge volume of kurtosis is acknowledged with big volume of resultants on productivity so become pro active. 6. The variation in the parameters of employee engagement has cause an change in the productivity of employees. ...
... It reflects one's confidence in their ability to exert control over personal motivation, behavior, and the surrounding social environment. This concept is crucial in organizational settings as it influences how employees perceive their capabilities to meet workplace challenges and achieve set goals (Carter et al., 2018;Luthans & Peterson, 2002). In environments where abusive supervision is prevalent, the impact on employees' self-efficacy can be particularly profound (Rasheed et al., 2021;Sun et al., 2022). ...
... Self-efficacy, the belief in one's capacity to execute tasks and manage challenges effectively, is essential for maintaining employee engagement and fostering innovation (Bandura, 1977;Luthans & Peterson, 2002). However, under the shadow of abusive supervision, self-efficacy can be severely depleted. ...
Article
Abusive supervision is increasingly recognized as a detrimental factor in contemporary organizations, incurring significant costs. This study sought to unravel the mediating effect of self-efficacy in the association between abusive supervision and knowledge hiding behavior, and to explore how job autonomy moderates this mediated relationship. Utilizing data from 293 Korean full-time employees, the findings indicate that abusive supervision is positively linked to knowledge hiding behavior, with self-efficacy acting as a significant mediator. Furthermore, job autonomy was observed to moderate both the direct relationship between abusive supervision and self-efficacy and the indirect effect of abusive supervision on knowledge hiding behavior through self-efficacy. Specifically, the detrimental impacts of abusive supervision were less pronounced under conditions of high job autonomy. The study’s theoretical and practical implications will be discussed.
... However, in addition to obtaining new insights into technology, reverse mentoring helps to develop sensitization to workplace diversity issues, subject matter advances, work-life balance, and global perspective and contributes to increasing the levels of engagement at work . It is attractive to Millennials and GenZ (Simoneaux & Stroud, 2010), where it addresses (Stein, 2013) the strong desire for feedback to be noticed and seen, through interactions with senior leaders, as valuable and useful outcomes (Graen & Schiemann, 2013) as cited in (Chaudhuri & Ghosh, 2021) Reverse mentoring offers a private learning space to absorb, reflect and experiment with ideas without pressure from external accountability or intrusion, fulfilling the love for learning commonly found in older leaders (Chaudhuri & Ghosh;Reverse Mentoring, 2021) younger workers are facilitated through intellectual stimulation, allowing emerging leaders to understand the complexities of organizations through the eyes of leaders and fulfilment through co-creation of significant and meaningful pieces of work with their mentee (Luthans & Peterson, 2002). Transfer of knowledge is the starting point for revere mentoring, and it allows younger workers to learn without an implicit assumption that they are following the pathways of older leaders (Browne, 2021) For flatter organizations, reverse mentoring will be the preferable form of mentoring, facilitating an inter-generational relationship that allows both parties to grow and this increase adoption of revers mentoring has been associated with the growth in knowledge-based business, speed of knowledge distribution across companies and borders and the increasing relevance of diversity, including generational diversity within the workplace (Anaza, Nowlin, & Wu, 2016) Brown (2021) explained the reverse mentoring process in three layered processes where the relationship is the commonly understood and observable transfer of knowledge from young to old. ...
Article
Employee engagement is a headline issue and it’s becoming even more complicated when businesses are trying to engage employees who belong to multiple generations and “Reverse Mentoring” can be suggested as a solution to deal with the changing dynamics and it is proposed to be a tool to develop and engage multigenerational workforce. The purpose of this study is to examine the role of reverse mentoring on employee work engagement as mentors in selected organizations in Sri Lanka. This study will examine the moderating effect of self-efficacy, perceived organizational support and the mediating effect of knowledge sharing between reverse mentoring and employee work engagement. As per the Employee-driven job resource model (JD-R), it is argued that when an organization facilitates reverse mentoring (relational level), employees also perceive it as a job resource and as a strong organizational support and feel obligated toward the organization. Currently employee engagement which is facilitated by knowledge sharing enables organizations to gain competitive advantage and to this end, knowledge sharing is fundamental domain in retaining competitive advantage, particularly in terms of employee engagement. This theoretical association between the individual–level, relational-level factors and work engagement of junior employees (as mentors) will reveal significant managerial implications and insights for future research. Further, the impact is amplified by offering organizations a strategic tool to bridge generational gaps and promote a collaborative culture along with enhanced work engagement.
... These studies demonstrate a connection between performance and involvement. Despite the lack of empirical studies, several authors have made compelling arguments about how engagement improves individual employee performance [55,56,57,58,59,60,61,62]. ...
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Strong job results require a lot of work and assistance from many people, particularly when it comes to aca-demic accomplishment. Therefore, the justification for this research is that success at universities involves knowledge, effort, and significant academic engagement. To encourage change and success in universities. Also, it is crucial to possess the necessary skills even when achieving this goal. Therefore, this research seeks to explain the relationship between knowledge management, core competencies, and university suc-cess with employee engagement as mediating. The data was gathered from ten Jordanian public universities. was also chose respondents were chosen using convenience sampling, and the data, which included respons-es from 365 respondents, were analyzed using the Partial Least Squares (PLS) modeling technique. The results of the research found that knowledge management and core competencies are significantly influ-enced by employee engagement and organizational success. Moreover, employee engagement has a signifi-cant relationship with organizational success. More importantly, the analysis revealed that employee en-gagement plays a mediating role between knowledge management, core competencies, and organizational success. Top management must begin planning the changes required to meet the demands of knowledge management and core competencies while also capitalizing on opportunities to improve organization success and employee engagement.
... Employee engagement refers to the mental state that influences how individuals behave in their work environment. It involves motivating employees, enhancing their satisfaction and increasing their commitment to the organization, all with the aim of maximizing their productivity and output (Luthans & Peterson, 2002). A thorough examination of the theory demonstrates that companies that prioritize employee motivation and loyalty reap various benefits from employee engagement, including reduced turnover and absenteeism rates, higher customer satisfaction levels, improved financial performance, and enhanced creativity and innovation. ...
Article
It is about the impact of strategic clarity on employee work related behavior
... Employee engagement increases productivity and overall performance, creates a better and more productive working environment and reduces employee absenteeism and turnover rates (Caplan, 2013). Luthans and Peterson (2002) report that managerial effectiveness is affected by employees' engagement and this relationship is partially mediated by managers' self-efficacy. Several studies have also shown that professional engagement is positively associated with organisational efficiency (Christian et al., 2011;Demerouti et al., 2010). ...
... Kahn (1990) proposed that leadership has the greatest potential to influence followers' feelings of psychological safety by providing a supportive environment in which one feels safe to fully engage in a task. Luthans and Peterson (2002) in their study using a sample of 2,900 participants concluded that the most profitable work units of companies have people doing what they do best, with people they like, and with a strong sense of psychological ownership. Findings from their research extended the theory about a manager's role in creating a supportive psychological climate (Brown & Leigh, 1996) and paralleled early theories of engagement (Kahn, 1990;Maslach et al., 2001;Schaufeli et al., 2006;Schaufeli et al., 2002) by suggesting that employees must have a supportive environment, job resources and support necessary to complete their work. ...
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This paper aims to explore the key elements of transformative leadership skills of women servants to accelerate and impact activities related to the Sustainable Development Goals (SDGs). Content analysis and qualitative interviews with case research on applying the latest technology with distributed trust networks to provide traceability in science, technology, engineering, mathematics (STEM), and sports event management in Hong Kong for primary and secondary school students were conducted in April–July 2024. The attributes of transformative leadership of women servants with innovative ways to track students’ sports competition are seldom studied for improving the quality services of sports and STEM service providers in the post-COVID-19 periods. According to the results, it is expected to have an ongoing study on innovative and sustainable ways of applying transformative leadership of women servant leadership with non-fungible tokens (NFT) and blockchain application in SDGs via strengthening the partnership of academia, researchers, business, and industry with SDGs and NFT community projects for sustainable development (SD).
... Managerial capacities also have a relational component (Bass, 2008;Helfat & Martin, 2015) and are a function of the manager's embeddedness in the organization's social context (Crocker, 2019;Ray, Nyberg, & Maltarich, 2023). These relational capacities are instrumental in understanding employees' idiosyncratic skills, strengths, weaknesses, personalities, and inclinations (Hillman & Dalziel, 2003) and allow managers to customize their leadership skills and management practices to navigate their current organization's social environment (Eckardt et al., 2021b;Luthans & Peterson, 2002). Since managerial human capital is interdependent with other human capital in the organization, individual managers can also impact value creation through the indirect impact they have on other employees (Allen et al., 2022). ...
Article
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Managerial human capital is a valuable organizational resource comprising individual-level capacities that draw upon and leverage the knowledge, skills, abilities, and other characteristics (KSAOs) gained by employees both before and after promotion to managerial positions. While all organizations need strategically valuable managerial human capital, asymmetrical information in external labor markets creates uncertainty when firms look to hire individuals who can develop and/or provide these capacities. In contrast, internal labor markets, with the unique insights they have on current employees, are better equipped to assess workers’ managerial potential and competencies. As a result, an individual’s career outcomes in their current organization signal important information about their managerial human capital to hiring firms. In this paper we explore how signals sent by an individual’s time to first managerial promotion and time in managerial roles relate to their external mobility. We argue that there are nuanced and sometimes countervailing demand- and supply-side theoretical mechanisms that result in inverted U-shaped associations between these signals of managerial human capital and external mobility. We test our theory using complete career histories from a unique longitudinal and population-level dataset of 2,079 professionals employed in the scouting operations of Major League Baseball franchisees from 1988 to 2010. In addition to contributing to our understanding of signals and external mobility, the results of our logistic discrete-time event history analysis inform broader discussions concerning firm-specific human capital resources and provide new insights on the unique challenges associated with managerial human capital selection.
... Bằng cách thực hiện các chiến lược quản trị nhân tài hiệu quả, các doanh nghiệp có thể nâng cao lợi thế cạnh tranh của mình bằng cách phát triển và tận dụng các kỹ năng và kiến thức của lực lượng lao động sẵn có. Quản trị nhân tài cũng có thể giúp cải thiện sự hài lòng, giữ chân và gắn kết nhân viên, từ đó có thể dẫn (Luthans & Peterson, 2002). ...
Article
Nghiên cứu này khám phá tác động của quản trị nhân tài đến sự gắn kết của nhân viên thông qua nhận thức sự hỗ trợ tổ chức. Dữ liệu được thu thập từ cuộc khảo sát với 304 nhân viên của trong lĩnh vực ngân hàng tại Bình Dương. Nghiên cứu này sử dụng phương pháp phương pháp tiếp cận hồi quy từng phần (PLS-SEM) để phân tích dữ liệu bằng phần mềm SmartPLS phiên bản 3.0. Kết quả nghiên cứu cho thấy, quản trị nhân tài trong ngành ngân hàng và nhận thức về sự hỗ trợ tổ chức có thể có ảnh hưởng tích cực đến cả sự gắn kết nhận thức và gắn kết cảm xúc của nhân viên, tuy nhiên quản trị nhân tài không đủ để hình thành nhận thức đầy đủ của nhân viên về sự hỗ trợ từ tổ chức. Sự hỗ trợ và động viên từ tổ chức không chỉ tạo ra một nền tảng cho sự phát triển cá nhân và chuyên môn của nhân viên mà còn tạo ra một cảm giác của sự kích thích và sự đam mê trong công việc. Do đó, nhà quản trị cần đặc biệt chú trọng vào việc xây dựng một văn hóa tổ chức tích cực, nơi mà sự hỗ trợ và công bằng được đánh giá cao và khuyến khích, từ đó tạo ra điều kiện thuận lợi để nhân viên phát triển và gắn bó với tổ chức lâu dài. Sự kết hợp giữa quản trị nhân tài hiệu quả và việc xây dựng một môi trường làm việc tích cực có thể là chìa khóa để tạo ra một tổ chức mạnh mẽ, linh hoạt và thịnh vượng trong ngành ngân hàng và các lĩnh vực khác.
... Drawing from the principles of social exchange theory (Homans 1958), we propose that lower employee engagement will be related to lower levels of supervisory mentoring support, as managers tend to rely on engaged employees for team success and exhibit greater confidence in their managerial capabilities in the presence of highly engaged employees (Luthans and Peterson 2002). Therefore, managers will be less likely to invest time and effort mentoring employees who are less engaged given that their investment of resources is less likely to yield a significant return on the supervisor's investment of time and effort. ...
Article
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Despite consistent findings that stressed employees benefit from social support, these employees do not always have access to such support. We propose and test a conceptual model suggesting employee work stress will negatively affect supervisory career and psychosocial mentoring support. Drawing from social exchange theory, we predict this will indirectly affect employee career success (lower career satisfaction and promotability ratings, fewer promotions), and that the relationship between employee work stress and lower supervisory mentoring support can be explained by lower levels of work engagement experienced by, and attributed to, stressed employees. We tested our model across three studies. In Study 1, we collected four waves of multisource field data (254 employees, 127 managers, and company records) at a large postal organization in the United Kingdom (UK). Employee work stress was negatively related to supervisor career and psychosocial mentoring support, and indirectly affected career satisfaction and manager promotability ratings of employees via supervisor career mentoring support. Cross‐lagged panel analyses in a supplemental study additionally supported the proposed directionality of relationships. Study 2 included data across three waves from employees in Hong Kong (n = 137) and showed that employee work stress had indirect effects on supervisor career and psychosocial mentoring via lower employee engagement. In Study 3, using data from supervisors in the UK (n = 240) we showed that supervisor perceived employee stress had indirect effects on their provision of supervisor career and psychosocial mentoring support via lower perceived employee engagement.
... Proceeding from the idea of psychological research aimed at positive organizational behaviour, which is defined as the study and focus on the strengths of human capital and looking at the psychological abilities and resources that can be measured, developed, and utilized to achieve maximum work performance (Luthans & Peterson 2002). The emphasis is placed on and the search is directed towards what drives us forward, what the resources are, and what the positive aspects of the workplace are in an organizational context. ...
Article
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The article presents a contemporary theoretical overview as well as empirical research from 2024 on two important topics for Bulgarian organizations: work-life balance and engagement. It examines the interrelationships between these two phenomena, as well as how and to what extent current workplace status influences them. The scientific empirical study was conducted among 432 employees from Bulgaria. The results of the correlation analysis showed a high positive correlation between the subscales of engagement: Vigor, Dedication, and Absorption (p<0.001). A positive, although weak, correlation was also found between work-life balance and engagement. The results indicated that managers and business owners have the highest level of engagement (p<0.001). The article also discusses approaches for increasing work engagement.
... Research consistently shows that higher levels of workplace involvement are linked to a variety of positive outcomes, including increased job satisfaction, organizational commitment, and performance, as well as lower turnover intentions and absenteeism (Bakker et al., 2012;Salanova et al., 2005). Interventions to increase workplace involvement include fostering supportive leadership, providing opportunities for skill development and career advancement, and promoting a positive work environment conducive to employee well-being and growth (González-Romá et al., 2006;Luthans & Peterson, 2002). Workplace involvement is seen to have a major and beneficial impact on well-being of employees. ...
Article
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In contemporary academia, achieving a balance between professional responsibilities and personal life is essential for both individual well-being and organizational effectiveness. This study explores the interplay between workplace involvement, self-efficacy, and work-life balance among female employees in universities across Jammu and Kashmir. Utilizing a cross-sectional survey design and quantitative methods, data were collected from 587 female employees. The results highlight a significant positive relationship between workplace involvement and work-life balance, with self-efficacy emerging as a critical mediating factor. Specifically, higher levels of workplace involvement enhance work-life balance, and this relationship is strengthened by greater self-efficacy. These findings underscore the importance of fostering an engaging work environment and supporting employees' self-efficacy to promote better work-life integration. The study provides valuable insights for organizational leaders and policymakers to design interventions that enhance employee well-being and organizational performance, particularly within the academic sector.
... İşe adanmışlık duygusu çalışan memnuniyeti duygusundan, çalışanın örgüte bağlılığını sağlaması yönüyle farklılaşmaktadır. İşe adanmış bir çalışan aynı zamanda örgüte bağlı biri olarak kabul edilmektedir (Luthans ve Peterson, 2002). Ayrıca çalışan memnuniyeti duygusu geçici ve değişken bir duyguyken, işe adanmışlık daha kalıcı ve durağan bir karakteristik özellik gösterebilmektedir (Rothbard, 2001). ...
Article
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Z Bu çalışmada kadın çalışanların cinsiyet rol stresi ve işe adanmışlıkları arasındaki ilişkide yaşam kalitesinin düzenleyici rolü sorgulanmıştır. Kadınların yaşamın farklı alanlarındaki rollerinin çatışmasından ortaya çıkan rol stresiyle ilgili bireysel Batılı toplumlarda birçok çalışma yapılmış olmasına rağmen kolektivist Türk toplumunda yeterli bir çalışmaya rastlanmamıştır. Türk toplumunda kadınların iş yaşamında daha fazla rol almasının rol stresine yol açabileceği ve bunun işe adanmışlıklarını olumsuz etkileyebileceği düşünülmektedir. Bu süreçte kadınların yaşam kalite algılarının yaşayabilecekleri stresi azaltarak işe adanmışlıklarını arttırabileceği düşünülmektedir. Batı Karadeniz illerindeki kadın çalışanların oluşturduğu 306 kişilik örneklemden elde edilen verilerin SPSS 21'de analiz edilmesiyle elde edilen sonuçlara göre rol stresinin işe adanmışlık üzerinde olumsuz etkisi gözlenirken yaşam kalite algısının etkisiyle bu ilişki olumlu hale dönmüştür. ABSTRACT Moderation role of female employee's quality of life perceptions on the relationship between gender role stress and engagement is questioned in this research. Although there are a lot of studyings about gender role stress which is the result of role conflict between different areas of life in individualistic western cultures, there is not enough research in collectivist Turkish culture. It is thought that the prevalence of women in business life might lead gender rol stress and this process might decrease the level of work engagement. But quality of life perceptions may decrease the effect of gender role stress in this relationship. According to the results of analysis of SPSS 21 done with datas gathered from 306 female employees in Western Blacksea cities, negative effect of gender role stress on work engagement is observed and after moderation variable this effect turned into positive side.
... Second, both cognitive and emotional engagement are vital for creating a positive work environment, improving employee performance, and reducing turnover. Organizations that prioritize these types of engagement and foster a workplace culture that supports and encourages them can reap the benefits of higher productivity, better retention rates, and increased overall success (Luthans & Peterson, 2002). ...
Chapter
This study explores the impact of talent management on employee engagement through perceived organizational support. Data were collected from a survey of 304 talented Vietnamese employees and analyzed using Partial Least Squares – Structural Equation Modeling (PLS-SEM). The research results show that talent management not only has a direct effect but also an indirect effect on cognitive and emotional engagement through perceived organizational support. Additionally, perceived support positively affects cognitive and emotional engagement. According to this study, the efficacy of organizational support systems is determined by both the activities themselves and how employees perceive them. The study provides implications for managers to increase employee engagement of talented employees by creating a culture of development, providing opportunities for growth and development, fostering a positive work environment, and using feedback for talent management decision-making.
... Employee engagement is so important that the next logical question is to explore the drivers of employee engagement proposed that leadership has the greatest potential to influence followers' feelings of psychological safety by providing a supportive environment in which one feels safe to fully engage in a task. Luthans and Peterson (2002) concluded that "the most profitable work units of companies have people doing what they do best, with people they like, and with a strong sense of psychological ownership" (p. 376). ...
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This paper aims to explore the elements of transformative business servant leadership for improving the attributes of professional service providers for transformation under COVID-19. Through this paper, the authors identified determinant factors related to committed organizations with happy transformative servant business leadership, proposing a model of the relationship between the factors. This serves to enhance the implementation of happy transformative servant leadership in organizations in the post-pandemic era, with a greater chance of building trust and, a responsible culture with more committed employees. The research was conducted to interpret factors potentially related to committed organizations with happy transformative servant business leadership. Content analysis was performed on related literature to count the frequency of occurrence of words and phrases in relation to effective transformative leadership and relationship with trust in the organization. Thereafter main categories and concepts were identified before a theory was developed and a graphical model was generated based on the findings. Through NVivo qualitative analysis via text search on identified keywords, the factors — Effective Transformative Leadership and Relationship with Trust in Organization — were cited the most frequently in selected literature. The key factors for happy transformative servant business leadership are seldom studied for improving the organizational culture for management and employee relationships under post-COVID-19. With these findings, committed organizations shall re-think the ways of enhancing trust and relationship-building for happy transformative servant business leaders.
... The study's findings show that using a transformational leadership style could enhance employee engagement. Employees are better engaged at work once they feel they have greater job satisfaction, autonomy and participation (Luthans & Peterson, 2002). Transformational leaders create meaningful work for employees and, in turn, increase engagement at work . ...
Article
Leadership style has often been considered as one of the vital factors that can enhance employees' engagement and it is seen as the live wire for the attainment of organisational goals. The purpose of the study is to examine the effect of leadership styles (transformational, transactional and Laissez-faire leadership) on employee engagement in the banking industry. Data for this cross-sectional survey study were collected from 472 employees who were working on a full-time basis in the banking sector. Multi-stage cluster sampling and a self-administrative questionnaire are used to collect data from these employees. Our study utilised SPSS 21.0 for analysing the frequencies, summary statistics, correlations of observed variables and coefficient alpha. The partial least squares structural equation modelling (PLS-SEM) technique was used for data analysis and hypothesis testing. The findings indicate a transformational and transactional leadership styles significantly effects employee engagement while there was an insignificant effect of Laissez-faire leadership on employee engagement. The results also revealed that transformational and transactional leadership is a significant predictor of employee engagement in contrast to the Laissez-faire leadership style. Our findings represent a theoretical contribution to social exchange theory and provide useful managerial implications for banking organisations to improve work engagement among employees.
... The relationship between self-efficacy and dimensions related to job performance has been documented in variables such as satisfaction (Judge et al., 2005;Luthans and Jensen, 2002), leadership (Hodgetts and Luthans, 2001), making moral and ethical decisions (Youssef & Luthans, 2005;Luthans & Youssef, 2007), and employee commitment combined with leaders' self-efficacy (Luthans and Peterson, 2002), voluntary absenteeism (Latham and Frayne, 1989;Avey et al., 2006), and organizational behavior modification (Stajkovic and Luthans, 2003 (p.66)). ...
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The main purpose of this empirical study is to find the evidence to establish the relationship between two intrinsic variables psychological capital and knowledge-sharing behavior. However, knowledge-sharing behavior is an individual’s dependent and intrinsic nature. Psychological capital is the positive psychological effects of the individual’s commitment and performance in the organization. This study aims to find the psychological effect of scientists on their knowledge-sharing behavior. The study includes a survey technique through a structured questionnaire and data was collected from scientists of the Indian Council of Agricultural Research (ICAR) in India through a structured questionnaire. The collected data was analyzed by using Structural Equation Modelling (SEM) using LISREL10.1. The result shows that the model fit indices were within the acceptable limits showing a positive and significant relationship between psychological capital (hope, efficacy, resilience, and optimism) and knowledge-sharing behavior. The findings of the study confirm psychological capital measured in terms of hope, efficacy, resilience, and optimism positively affect the knowledge-sharing behavior. This research work has also its own limitations that can be addressed in future research. To measure knowledge sharing behavior we considered only the self-rated method and ignored the supervisory rated method. Other points are further discussed in the paper. The implications of the study discussed the need for designing an appropriate support system to enhance psychological capital in ICAR. This study provides insights to policymakers and researchers to uncover the importance of human capital. The limitations and future research direction are further discussed in the paper.
... self-efficacy, which refers to an individual's confidence in their ability to accomplish tasks and overcome obstacles, is a crucial factor in determining an employee's engagement (luthans & Peterson, 2002), satisfaction (canrinus et al., 2012), and the ultimate decision to remain with an organization (chami-Malaeb, 2021). this is particularly true for the millennial generation, who often prioritize environments that allow them to effectively utilize and develop their skills. ...
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This study examines the effect of Green Human Resource Management (GHRM) practices on the retention of millennial employees in Indonesian technology startups, with an emphasis on the intervening roles of job expectations and self-efficacy. Utilizing Social Exchange Theory (SET) as its theoretical foundation, this study explores how GHRM initiatives influence perceptions of employees’ job expectations and self-efficacy, which in turn affect their intention to remain with the organization. The study’s methodology involved a quantitative analysis of 292 millennial employees’ responses using structural equation modeling (SEM) to examine data from various Indonesian technology startups. The findings indicated a strong positive relationship between GHRM practices and self-efficacy. Additionally, a medium-strength relationship was observed between GHRM practices and both job expectations and employee retention. Contrary to expectations, this study finds that job expectations and self-efficacy do not significantly mediate the relationship between GHRM practices and employee retention, indicating a more complex relationship between factors influencing retention decisions among millennial employees in this context. This study recommends a nuanced strategy for Indonesian technology startups to retain millennial talent through the implementation of GHRM practices.
... Similarly, Joo (2005) highlighted several facets of the process that warrant further investigation. The primary constructs of the process are the coaching method (counselling or consulting) (Hodgetts, 2002), the coach-coachee coaching relationship (Bacon & Spear, 2003), and the coach's receptiveness to feedback (a well-managed 360-degree evaluation) (Luthans & Peterson, 2002). The most essential constructs are relationship compatibility or coach-coachee interpersonal dynamics. ...
... These studies demonstrate a connection between performance and involvement. Despite the lack of empirical studies, several authors have made compelling arguments about how engagement improves individual employee performance [55,56,57,58,59,60,61,62]. ...
... The theoretical concept of employee engagement is the formal idea of how to inspire employees, increase satisfaction and retain them to maximize the output of the employees (Luthans & Peterson, 2002). The theoretical review reveals that companies with high levels of worker motivation and loyalty enjoy employee engagement bene ts such as lower turnover and less absenteeism, higher customer satisfaction, bigger bottom lines, and increased creativity and innovation. ...
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This study aimed to investigate the effect of human resource management practices on employee engagement. Special emphasis was given to the establishment of a relationship between human resource management practices and employee engagement. The survey method was employed to collect data and the research was cross-sectional. Structural equation modeling was employed for data analysis. Confirmatory factor analysis and path analysis were employed to test the hypothesis. Data was collected from 365 employees of three Ethiopian universities. The findings of the study show that human resource management practice has a significant effect on employee engagement. The result also reveals that in an institution where human resource management implementation practices are perceived as positive; employee engagement level is high. This research attempted to establish the effects of human resource management on employee engagement and determine the role of human resource management in enhancing employee engagement in public institutions. Therefore, organizations need to focus on human resource management practices to make employees committed and engaged in their jobs. The result gives insight to managers on the importance of effective human resource management practices to improve the level of employee engagement towards their jobs.
... Meyer and Allen (2004) stated that organizational commitment reflects the level of understanding of an individual identifying the organization and its goals. Luthans and Peterson (2002) define organizational commitment as a strength of attitude and a decision that is part of a desire to realize high performance and an accepted belief as a value and an aim the organization must achieve. Organizational commitment is a desire to achieve outstanding performance. ...
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p style="text-align: justify;">Inclusive teaching development has provided opportunities for children to study it with special needs to study in the school. Although some parents prefer to enroll their children in schools specifically designed for those with special needs, inclusive learning allows these individuals to participate in the learning process alongside their peers with disabilities. Through inclusive teaching, teachers aim to help children develop their social skills. This research aimed to analyze the influence of visionary leadership and organizational commitment on teacher performance under the visionary leadership of school principals in the implementation of inclusive schools in Malang City. The utilized research methodology was a mixed sequential exploratory, involving data collection through interviews, observations, documentation, and questionnaires. Qualitative data analysis employed content analysis, while quantitative data underwent multiple linear regression inferential statistical analysis. The findings indicated that visionary leadership and organizational commitment influence the instructional efficacy of teachers when working with children having special educational requirements. Therefore, the recommendation to school principals persistently enhances their leadership competencies and reinforces their dedication to cultivating a vibrant teaching environment that promotes inclusive educational advancements.</p
... SE may affect one's perception of the ability to achieve a positive result by complaining in the case of dissatisfaction. Past studies (Bodey and Grace, 2007;Luthans and Peterson, 2002) found a significant influence of SE on ATC. In the service sector the several consumers get more intricately and mentally involved which strengthens SE thus the following hypothesis is posed: ...
... These studies demonstrate a connection between performance and involvement. Despite the lack of empirical studies, several authors have made compelling arguments about how engagement improves individual employee performance [55,56,57,58,59,60,61,62]. ...
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The labor market has changed, and the problem of staff shortage is particularly present in the hospitality industry. The lack of qualified employees, including those with limited knowledge and skills, presents the main challenges. Organizations in this sector refrain from expanding business for fear of not being able to find a workforce. This problem does not appear to be diminishing. In the past, candidates fought for the employer, and in the future, employers will likely fight for candidates. To create an image of a desirable employer, caterers should offer tangible and intangible benefits to their employees. Attractive working conditions should include competitive salaries, bonuses, work-life balance, a healthy working environment, fair relations between employees and management, and opportunities for professional growth and promotion. This paper will explore the strategies caterers can implement to enhance their image in the minds of candidates and thus position themselves as desirable employers.
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In the era of globalization and advanced information transparency, competition between companies has become increasingly fierce due to the large number of products and services that have similar characteristics. This situation creates a competitive and dynamic business climate, where companies must adapt quickly to the changes that occur. This study investigates the impact of servant leadership on employee performance at Mandiri In health, focusing on employee engagement and Organizational Citizenship Behavior as relevant mediating variables. The study used a proportionate stratified random sampling method to determine the sample of respondents, which ultimately consisted of 206 individuals who were analyzed using Structural Equation Modeling (SEM) techniques. The main findings of the study show that servant leadership has a significant direct influence on employee performance, employee engagement, and Organizational Citizenship Behavior in the company. This indicates that service-oriented leadership practices not only influence individual performance, but also contribute to employee volunteering and active engagement in the organization. Employee engagement and Organizational Citizenship Behavior affect employee performance directly, there is no evidence that servant leadership affects employee performance indirectly through the mediation of employee engagement. There is an indication that Organizational Citizenship Behavior acts as a mediator between servant leadership and employee performance, indicating the importance of organizational citizenship behavior in facilitating the positive relationship between leadership and performance. These findings provide a deeper understanding of how leadership strategies can significantly contribute to the achievement of organizational goals in a competitive business environment.
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The global business landscape is undergoing a profound transformation, driven by the rapid advancement of disruptive technologies. These innovations, such as Artificial Intelligence (AI), Robotics, Cloud Computing, Internet of Things (IoT), and Green Technologies, are revolutionizing industries and reshaping traditional business practices. One of the key drivers of this transformation is the integration of AI-powered analytics, which has become pervasive across various sectors including Finance, Marketing, Human Resources, Supply Chain Management, and Global Business. This integration enables organizations to automate mundane tasks, enhance efficiency, reduce operational costs, and make informed, data-driven decisions. The GLSU-ATRPM 2024 conference served as a platform to explore the emerging trends that are shaping the future of business practices. The conference discussions ranged from advancements in medical science to the implications of global events such as the Russia Ukraine war, the rise of G20 Nations, and the China Plus One Policy. Critical issues such as restoring the global supply chain, the rise of e-mobility, combating global warming, and the emergence of sustainable business practices were also addressed. Organized by the Faculty of Management (FOM) at GLS University, the conference aimed to facilitate the exchange of ideas, knowledge, and experiences among academic researchers, practitioners, and doctoral students. This conference proceedings book is a compilation of selected research papers that offer insights and solutions to contemporary HR management challenges. Each chapter represents an emerging area in HR management theory, research, and practice, highlighting its implications for the future of HR business world. The selected papers cover a wide range of topics including human resources operations, analytics, tools, and practices. The book aims to disseminate knowledge and provide valuable insights into the changing dynamics of the HR related business landscape, inspiring further exploration, and advancement in the field of HR management. We would like to express our gratitude to all the authors, reviewers, and contributors who have made this book possible. Their dedication and expertise have enriched the content and ensured its relevance to the field of management. We hope that this book serves as a valuable resource for researchers, practitioners, and students, fostering innovation and driving sustainable growth in the global economy.
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Background/Objectives: Since social media is stated being used in companies as a communication tool, the dynamics inside those spaces have evolved. This article's goal is to pinpoint the essential elements that drive employee engagement on different social media networks. Methods and Statistical Analysis: The review technique was employed by the researchers for this study. Researchers have identified key elements that are discussed in these research articles after going over about twenty-five scholarly and popular research papers and literature on employee engagement through social media. Our goal as reviewers is to make the body of existing material stronger. The writers have taken the results after carefully examining every aspect of each research report. Results: Several elements related to engagements in the context of social media have been examined in this study work. Because this study addresses employee engagement, its conclusions will be helpful to any organization. Employee productivity is higher when they are engaged than when they are not. When utilizing social media for employee engagement, managers have to bear all of these considerations in mind. Anyone looking to learn more about employee engagement and how to use it to boost organizational performance may find this article useful. Applications and Enhancements: The findings of the study have potential applications in the future, such as reducing staff turnover and improving performance through the use of different engagement variables.
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Work engagement is crucial for organisational success, yet many organisations struggle with low engagement rates. Previous research hints at a potential link between reverse mentoring and work engagement, prompting a deeper investigation into this relationship. Drawing from the Job Demands‐Resources (JD‐R) framework and Social Exchange Theory (SET), this study examines the impact of reverse mentoring on work engagement, with knowledge sharing as a mediating factor and self‐efficacy and perceived organisational support as moderators. Through a survey of 340 middle managers across 10 multinational corporations in Sri Lanka, the study reveals significant effects between reverse mentoring and work engagement, with knowledge sharing playing a crucial mediating role. Additionally, the study demonstrates the moderating influences of self‐efficacy and perceived organisational support on work engagement and knowledge sharing, thus contributing novel insights to the existing literature in the shade of JD‐R and SET perspectives.
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Introduction by the Editor: Workplace emotional health plays a vital role in managing stress and maintaining strong interpersonal relationship in the workplace. Workplace emotional health is regulated by mainly four factors namely work load, emotional intelligence, emotional blackmail and emotional labour. A study undergone by Chin yen et al., in 2023 states that workplace emotional health can be measured by four factors emotional expression strategies, emotional awareness, interpersonal adaptation and work load. Stress is crucial to academic and industrial jobs, which should be regulated in a productive way. The results of this study revealed that workplace emotional health can be regulated by three factors emotional control, interpersonal relationship management and self-motivation. The same way a manager’s emotional quotient also affects the subordinate’s productivity. Zhang et al., adopted a multilevel framework investigation in 2020 to find out the link between group leader’s emotional intelligence with group performance, came out with a reliable result of two factors group cohesion and person-group fit. A good match between job match and group member’s characteristics may help in addressing these issues in advance.
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The research study was pursued with an attempt to Study the Role of Psychological Contract in the Employees Engagement with specific objectives of Learning the Role of Psychological Contract in the Employees Engagement, identifying the numerousmagnitudes of Employee Engagement, studying the impact of Psychological Contract on every aspect of Employee Engagement and studying the impact of age, tenure and gender on Employee Engagement. Stratified random sampling technique was adopted as means of data collection from 600 full-time employees working in private HEI in Uttarakhand using structured and self-administered questionnaires: PC Questionnaire and ER Questionnaire checking their validity and reliability. The need of the study was to establish relationship between employee engagement or retention with the psychological contracts and the outcomesestablish the same.Many Organisations willantagonize difficulties in the coming years. Major amongst the most imperiousproblems will be procuring, preparing, overseeing and holding millennial employees. A theoretical commitment of this examination is that it joins two territories of research not already explored together with regards to establishments; psychological contracts and worker retention. The outcomes show that there is a solid connection between psychological contract satisfaction and employee engagement, however the relationship does not seem, by all accounts, to be directed by some other factor, for example, age, gender or tenure. Following specific results were from a practical perspective, there is a growing interest in understanding employee engagement, as it is perceived that the growth and prosperity of organizations will rely heavily on the committed and competent workforce. The suggestion that the relationship between PCfulfilment and ER are positively related irrespective of age and gender is indicative of the fact that management need to pay more focus on the fulfilment of motivating psychological contract rather than adherence to merely hygiene factors.
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This study delves into the intricate relationships among algorithm management, job autonomy, employee attitudes, and job satisfaction in the higher education landscape of Universitas Muhammadiyyah in Indonesia (UMS and UMY). Employing a quantitative methodology with a sizable sample of 550 individuals, comprising 250 respondents, and data collection encompassed surveys and interviews, yielding 215 responses. Ensuring the reliability of survey tools through test-retest and Cronbach's alpha analysis utilized Microsoft Excel, SPSS, and Smart PLS. Key hypotheses were tested, highlighting the positive impact of algorithm management on job autonomy. Additionally, the study explored job autonomy's positive effect on employee job satisfaction and its mediating role in the relationship between algorithm management and Job satisfaction. Employee attitudes were scrutinized as moderators of these relationships, and their positive influence on job satisfaction was established. The findings reveal the significant implications of algorithm management on both job autonomy and job satisfaction. Job autonomy was found to empower employees, leading to increased satisfaction and reduced stress, and employee attitude has no connection between algorithms management and job satisfaction. Therefore, these findings illuminate the intricate interplay between algorithm management, job autonomy, employee attitudes, and job satisfaction in the context of higher education.
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This chapter will explore how training and development programs contribute to increased motivation to engage in prosocial organizational behaviors or organizational citizenship behaviors (OCBs). OCB refers to behaviors outside of an employee's core role that he or she performs for the benefit of an organization or other organizational members. While organizations have a considerable interest in increasing the motivation of employees to exhibit OCB, OCB may not be recognized by an organization's performance measurement system. Research has attempted to define predictors of OCB, such as personality traits, employee attitudes, and leadership behaviors. Potential motivations behind OCB will be explored, as well as adult learning theories that are most likely to promote OCB. In addition, this chapter will provide recommendations for the design of training and development with the goal of encouraging OCB and reducing counterproductive work behaviors (CWB).
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ARTICLE INFO ABSTRACT Employee engagement has emerged as a crucial factor influencing organizational performance and success, garnering significant attention from scholars and practitioners alike. This review paper explores the intricate relationship between employee engagement and organizational performance from a human resource perspective. By synthesizing existing literature, this paper provides a comprehensive analysis of the mechanisms through which employee engagement impacts various dimensions of organizational effectiveness. The paper begins by defining employee engagement and delineating its key components, including affective, cognitive, and behavioral dimensions. Drawing on theories such as social exchange theory and self-determination theory, the paper elucidates the antecedents of employee engagement, including leadership style, organizational culture, job characteristics, and employee well-being. Moreover, it discusses the role of human resource practices, such as recruitment, training, and performance management, in fostering employee engagement. Furthermore, the paper examines the outcomes of employee engagement on organizational performance across multiple levels, including individual, team, and organizational levels. It highlights the positive effects of employee engagement on employee productivity, job satisfaction, retention, innovation, customer satisfaction, and financial performance. Additionally, the paper explores potential moderating factors, such as industry context and organizational size, that may influence the relationship between employee engagement and organizational performance. The review also identifies gaps and limitations in the existing literature, including the need for more longitudinal studies and research examining the mediating mechanisms linking employee engagement to organizational outcomes. Finally, the paper offers practical implications for human resource management practitioners, emphasizing the importance of fostering a culture of engagement and implementing evidence-based strategies to enhance employee engagement and, consequently, organizational performance. Introduction In contemporary organizational management, the concept of employee engagement has emerged as a critical factor influencing organizational performance and success. As businesses navigate an increasingly competitive and dynamic landscape, the role of human resources (HR) in fostering employee engagement has gained 5942 Dr. N. Deepalakshmi, et al. / Kuey, 30(4), 2323 significant attention. This review paper aims to explore the intricate relationship between employee engagement and organizational performance from a human resource perspective. Employee engagement refers to the emotional and intellectual commitment of employees towards their work roles and organizational objectives. It encompasses factors such as job satisfaction, organizational commitment, and a sense of belongingness to the workplace. Engaged employees are more likely to demonstrate higher levels of discretionary effort, creativity, and innovation, thereby contributing positively to organizational outcomes such as productivity, profitability, and customer satisfaction. From a human resource perspective, employee engagement is not merely a matter of employee satisfaction but a strategic imperative for organizational success. HR practices play a pivotal role in cultivating a culture of engagement within the organization. Recruitment and selection processes that align with organizational values and goals can contribute to attracting individuals who are more likely to become engaged employees. Moreover, effective onboarding, training, and development programs can enhance employees' skills and confidence, fostering a sense of competence and autonomy in their roles. Furthermore, HR policies and practices related to performance management, recognition, and rewards are instrumental in reinforcing desired behaviors and motivating employees to go above and beyond their job expectations. A supportive and inclusive work environment, characterized by open communication, trust, and transparency, also plays a crucial role in fostering employee engagement. The link between employee engagement and organizational performance has been extensively studied across various industries and organizational contexts. Research findings consistently indicate a positive correlation between high levels of employee engagement and improved organizational outcomes, including increased productivity, higher levels of customer satisfaction, lower turnover rates, and greater profitability. However, the relationship between employee engagement and organizational performance is complex and multifaceted. While numerous studies highlight the benefits of employee engagement, challenges such as measurement issues, cultural differences, and the impact of external factors on engagement levels warrant further investigation. In this review paper, we aim to synthesize existing literature on employee engagement and organizational performance from a human resource perspective, exploring key theories, empirical findings, and practical implications for HR practitioners and organizational leaders. By gaining a deeper understanding of the dynamics between employee engagement and organizational performance, organizations can develop strategies to enhance employee engagement and thereby drive sustainable organizational success.
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This study looked into the interplay between school culture and work responsibility among public elementary school teachers. Utilizing a survey approach, data were collected to explore the relationship between school culture indicators - including communication, collaboration, student-centeredness, equity, and inclusivity - and teachers' perceived work responsibilities. Findings reveal a significant positive correlation between school culture and work responsibility), indicating the influential role of a positive school culture in shaping teachers' perceptions. Moreover, stepwise multiple linear regression analysis identifies specific indicators - student-centeredness, equity and inclusivity, collaboration, and communication - that significantly influence work responsibility. This comprehensive understanding contributes to the enhancement of teacher well-being and job satisfaction, ultimately leading to improved educational outcomes. Recommendations are provided for educational stakeholders, such as the Department of Education, school principals, teachers, students, and future researchers, to promote a positive school culture that supports collaborative efforts, inclusivity, and student-centered approaches. This study's insights offer practical guidance for fostering a conducive and enriching school environment for both educators and learners.
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Employee engagement has emerged as a crucial factor influencing organizational performance and success, garnering significant attention from scholars and practitioners alike. This review paper explores the intricate relationship between employee engagement and organizational performance from a human resource perspective. By synthesizing existing literature, this paper provides a comprehensive analysis of the mechanisms through which employee engagement impacts various dimensions of organizational effectiveness. The paper begins by defining employee engagement and delineating its key components, including affective, cognitive, and behavioral dimensions. Drawing on theories such as social exchange theory and self-determination theory, the paper elucidates the antecedents of employee engagement, including leadership style, organizational culture, job characteristics, and employee well-being. Moreover, it discusses the role of human resource practices, such as recruitment, training, and performance management, in fostering employee engagement. Furthermore, the paper examines the outcomes of employee engagement on organizational performance across multiple levels, including individual, team, and organizational levels. It highlights the positive effects of employee engagement on employee productivity, job satisfaction, retention, innovation, customer satisfaction, and financial performance. Additionally, the paper explores potential moderating factors, such as industry context and organizational size, that may influence the relationship between employee engagement and organizational performance. The review also identifies gaps and limitations in the existing literature, including the need for more longitudinal studies and research examining the mediating mechanisms linking employee engagement to organizational outcomes. Finally, the paper offers practical implications for human resource management practitioners, emphasizing the importance of fostering a culture of engagement and implementing evidence-based strategies to enhance employee engagement and, consequently, organizational performance.
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Öz Bu çalışmanın amacı Sağlık Bakanlığı'na bağlı bir il sağlık müdürlüğünde görev yapan personelin örgütsel erdemlilik ile işe angaje olma algıları arasındaki ilişkide benlik saygısının aracı role sahip olup olmadığını test etmektir. Araştırmanın evrenini, Sağlık Bakanlığı'na bağlı bir il sağlık müdürlüğünde görev yapan personel oluşturmaktadır. Araştırmanın örneklemini ise kolayda örnekleme yöntemi ile veri toplanan personel oluşturmaktadır. Yapılan analiz sonucunda; örgütsel erdemlilik ile işe angaje olma arasında pozitif yönlü düşük düzeyde, işe angaje olma arasında pozitif yönlü orta düzeyde; benlik saygısı ile işe angaje olma arasında ise pozitif yönlü orta düzeyde bir ilişki olduğu hesaplanmıştır. Yapılan regresyon analizi sonucunda; örgütsel erdemlilik hem işe angaje olmayı hem de benlik saygısını; benlik saygısı ise işe angaje olmayı istatiksel olarak anlamlı bir şekilde etkilemektedir. Çalışmanın en önemli bulgusu örgütsel erdemliliğin işe angaje olma üzerindeki etkisinde benlik saygısının aracı rolü vardır. Amprik olan bu araştırmanın bulgularına göre; çalışanlar arasında, saygı, dürüstlük, güven, hakkaniyet, nezaket gibi erdemli davranışların hâkim olduğu örgütlerde, benlik saygısı ve işe angaje/cezb olmaya yönelik algılar artacaktır. Kamu özel ayrımı olmaksızın insan ögesinin olduğu tüm sosyo teknik örgütlerde, insan davranış ve eylemlerinin nedenini anlamak için davranışın kaynağı olan insanın gözlenmesi ve anlaşılması önem arz etmektedir.
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In this era of economic downturn, corporate and organizational progress does not necessarily translates into human and people development and thus due to the past decades, there is a growing competition all over the world and every business organization is seeking for ways on how to compete successfully in such an environment and this apparently would induce the corporate world to jump at the opportunity to promote productivity within an organization. In this context, the research discovered the need of the most significant and contemporary practice of organization called "Employee Engagement" that could easily foster organizational performance in the long run. Seen in this light, this piece of research identifies the root causes of engagement issues and processes. To put it in other way, this study significantly examines what the employees aspire in order to get involved and engaged within their job roles and also think about the implications of addressing the factors that Line Managers" should espoused to enhance engagement in order to improve organizational performance. In fact, the primary research findings indicated the lack of engagement processes among employees within the firm and exhibit the importance of promoting pay, recognition, autonomy, social support, and relationships, transparent methods of recruitment & selection, and flexible work hours to engage employees.
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Article Info ABSTRACT In the present world of cutthroat competition, employer branding is becoming crucial for the corporate success. The sustenance of the organizations depends on the continuous ability to attract, recruit and retain employees with the desired competencies. The ongoing war for talent is compelling today's employers to create an image of good work place to the outside world. Companies with good employer brand are able gain financial benefits from socio-psychological determinants of employees' engagement and work performance. They build a trust to employer and the sense of pride in belonging to the organization. It is the key for competitive success in nowadays knowledge-based economy and the background for suitability of effective organizational culture. The biggest challenge for modern employer branding is probably linked with intensively growing up popularity of social media and internet networking, what starts to be dominant factor shaping company's image in society. An attempt was made in this paper to present how employer branding can be a HR strategy for the long term success of the organizations.
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Data excellence denotes the strategic manipulation of data to boost business performance and secure a competitive advantage. It empowers companies to extract critical insights about their operations, customer behavior, and market trends. This intelligence fosters data-driven decision-making, and with effective employee enablement, it leads to superior outcomes. Employee engagement, distinct from job performance, focuses on workers' emotional alignment with the company's values and interpersonal conduct. Engaged employees actively collaborate to elevate their job performance and are attuned to the company culture. HR experts link engagement to employees' perceptions of their job experience and treatment within the organization, emphasizing the pivotal role of emotions in driving a company's success and profitability. Employees are naturally inclined to commit to their organizations, fulfilling a profound desire to forge meaningful connections and contribute significantly to a valued cause.
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In this article, we attempt to distinguish between the properties of moderator and mediator variables at a number of levels. First, we seek to make theorists and researchers aware of the importance of not using the terms moderator and mediator interchangeably by carefully elaborating, both conceptually and strategically, the many ways in which moderators and mediators differ. We then go beyond this largely pedagogical function and delineate the conceptual and strategic implications of making use of such distinctions with regard to a wide range of phenomena, including control and stress, attitudes, and personality traits. We also provide a specific compendium of analytic procedures appropriate for making the most effective use of the moderator and mediator distinction, both separately and in terms of a broader causal system that includes both moderators and mediators. (46 ref) (PsycINFO Database Record (c) 2012 APA, all rights reserved)
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The mediating role of the critical psychological states (CPS) in the job characteristics model was examined in two studies. Using Baron and Kenny’s (1986) approach for examining mediation hypotheses, results from Study 1: (1) supported the hypothesized linkages between the core job dimensions and the CPS, and between the CPS and attitudinal outcomes; (2) provided no support for the hypothesis that all three CPS must be experienced to maximize internal work motivation; (3) supported the present authors’ hypothesis that the CPS would explain significant amounts of outcome variance beyond the core job dimensions; and (4) supported the present authors' hypothesis that the CPS are partial rather than complete mediator variables. Using causal modeling analyst and another sample, results from Study 2 provided the strongest support for a job characteristics model that allowed the core job dimensions to have direct and indirect effects on personal and work outcomes, further supporting the Study 1 finding that the CPS were partial mediator variables. The general discussion centered on the implications the present findings have for future job characteristics model research.
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This meta-analysis (114 studies, k = 157, N = 21,616) examined the relationship between self-efficacy and work-related performance. Results of the primary meta-analysis indicated a significant weighted average correlation between self-efficacy and work-related performance, G (r+) = .38, and a significant within-group heterogeneity of individual correlations. To account for this variation, the authors conducted a 2-level theory-driven moderator analysis by partitioning the k sample of correlations first according to the level of task complexity (low, medium, and high), and then into 2 classes according to the type of study setting (simulated–lab vs. actual–field). New directions for future theory development and research are suggested, and practical implications of the findings are discussed.
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The purpose of this report is to offer social cognitive theory (SCT) and its derivative construct of self-efficacy as an extension of traditional management approaches, that will lead to both a better understanding in the modern workplace and more effective management of human performance. SCT explains organizational behavior in terms of the reciprocal causation among the employee (unique personality characteristics), the environment (perceived consequences from the organizational environment, such as pay for performance), and the behavior itself (previous successful performances). Because of these combined reciprocal influences, employees are at the same time both products and producers of their personality, their behaviors, and their respective environments. The authors suggest that the implications that self-efficacy may have for employee performance in organizations can no longer be ignored by practicing managers. They contend that while traditional motivational and behavioral management approaches are still relevant, expanding the behavioral management approach with SCT and self-efficacy will lead to the more comprehensive understanding and effective management of today's human resources. This article is offered as a point of departure for achieving this objective. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
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The correlational literature concerning the relationships between individual job satisfaction and individual performance was analyzed, using the meta-analysis techniques of Hunter, Schmidt, and Jackson (1982). Higher and more consistent correlations between overall job satisfaction and performance were indicated than those previously reported. Relationships between JDI measures of job satisfaction and performance were not as high or as consistent as those found between overall job satisfaction and performance.
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A substantial body of evidence verifies that perceived self-efficacy operates as a common mechanism through which changes are achieved by diverse modes of influence, across markedly diverse spheres of functioning, with heterogeneous populations, and under differing life conditions. The scope of the organizational applications of perceived self-efficacy summarizes briefly before presenting the principles for altering efficacy belief systems. The brief review of its scope addresses the challenge of constructing a parsimonious theory of broad generalizability. To begin with, perceived self-efficacy is an influential determinant of career choice and development. The higher the people's perceived efficacy to fulfill educational requirements and occupational roles the wider the career options they seriously consider pursuing, the greater the interest they have in them, the better they prepare themselves educationally for different occupational careers, and the greater their staying power in challenging career pursuits.
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This article develops the concept of psychological presence to describe the experiential state enabling organization members to draw deeply on their personal selves in role performances, i.e., express thoughts and feelings, question assumptions, innovate. The dimensions of psychological presence are described along with relevant organizational and individual factors. The concept's implications for theory and research about the person-role relationship are described.
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This study investigated the relation of the "Big Five" personality di- mensions (Extraversion, Emotional Stability, Agreeableness, Consci- entiousness, and Openness to Experience) to three job performance criteria (job proficiency, training proficiency, and personnel data) for five occupational groups (professionals, police, managers, sales, and skilled/semi-skilled). Results indicated that one dimension of person- ality. Conscientiousness, showed consistent relations with all job per- formance criteria for all occupational groups. For the remaining per- sonality dimensions, the estimated true score correlations varied by occupational group and criterion type. Extraversion was a valid pre- dictor for two occupations involving social interaction, managers and sales (across criterion types). Also, both Openness to Experience and Extraversion were valid predictors of the training proficiency criterion (across occupations). Other personality dimensions were also found to be valid predictors for some occupations and some criterion types, but the magnitude of the estimated true score correlations was small (p < .10). Overall, the results illustrate the benefits of using the 5- factor model of personality to accumulate and communicate empirical findings. The findings have numerous implications for research and practice in personnel psychology, especially in the subfields of person- nel selection, training and development, and performance appraisal.
First, Break All the Rules
  • M Buckingham
  • C Coffman
Appendix e: the meta-analysis
  • J K Harter
A meta-analysis of the relationships between individual job satisfaction and individual performance
  • M M Petty
  • G W Mcgee
  • J W Cavander