Article

Determinants of employee engagement and their impact on employee performance

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Abstract

Purpose – The purpose of this paper is to identify the key determinants of employee engagement and their predictability of the concept. It also studies the impact of employee engagement on employee performance. Design/methodology/approach – Causal study was done to study the impact of relationships. A survey questionnaire was developed and validated using a pilot data ( a =0.975). Simple random sampling was used to select the employees from middle and lower managerial levels from small-scale organisations. A total of 700 questionnaires were distributed and 383 valid responses collected. Regression and structural equation modelling were used to predict and estimate the relationships. Findings – It was found that all the identified factors were predictors of employee engagement ( r 2, 0.672), however, the variables that had major impact were working environment and team and co-worker relationship. Employee engagement had significant impact on employee performance ( r 2, 0.597). Practical implications – Special focus and effort is required specifically on the factors working-environment and team and co-worker relationship as they have shown significantly higher impact on employee engagement and hence employee performance. Organisations shall focus on presenting a great environment for employees to work and promote programmes that would enhance peer relationships. Social implications – The determinants of employee engagement connote a healthy working atmosphere that reflects on the social impact created by the organisation. Employees would enjoy considerable attention in terms of the determinants being addressed. Originality/value – The research emphasises the growing importance and need for crystallisation of the concept of employee engagement. The research is unique in respect to the comprehensive model that is developed and validated.

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... Furthermore, in a competitive labour market where rivals offer favourable working conditions, employers may need to raise wages to attract and retain skilled workers. Anitha, (2014) underscores the significance of the physical working environment, emphasising its impact on employee output. Poorly ventilated or excessively hot workplaces can significantly impair employee effort and productivity. ...
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... Benzer şekilde Pukkeeree, Na-Nan ve Wongsuwan'ın (2020), 348 insan kaynakları görevlisi örnekleminde yaptıkları çalışmada, olumlu düşüncenin yenilikçi iş davranışı açısından başarı değerini ve çalışan katılımını etkili bir şekilde düzenlediğini tespit etmiştir. Bu nedenle çalışan katılımı, işletmelerin rekabet gücüne, başarısına ve sürdürülebilirliğine katkıda bulunan önemli bir faktör olduğu bilinen yaygın bir kavramdır (Anitha, 2014). Bununla birlikte işletmelerin kurumsal sürdürülebilirliği benimsemesi için katalizör görevi gören çalışanlar, bir işletmenin ekonomik, sosyal ve çevresel sorumluluklarını yerine getirmesini sağlamada en hayati kaynaklardan birini temsil eder (Exter, 2013). ...
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Yirmi birinci yüzyılın sürekli değişen dünyasında, örgütler yalnızca ekonomik büyüme hedeflerini gerçekleştirmek değil, aynı zamanda çevresel ve toplumsal sorunlarla başa çıkmak için stratejik sorumluluklar da üstlenmektedir. Artan rekabet, kaynakların hızla tükenmesi, iklim değişikliği, küresel eşitsizlikler ve toplumsal adaletsizlikler, iş yaşamını sürdürülebilirlik ekseninde yeniden düşünmeye zorlayan temel unsurlardan bazılarıdır. Bu bağlamda, örgütlerin faaliyetlerini yalnızca kar odaklı olmaktan çıkararak daha geniş bir açıdan ele almaları, sürdürülebilir bir gelecek için hayati önem taşımaktadır. Sürdürülebilirlik, çevresel koruma, toplumsal refah ve ekonomik dayanıklılık unsurlarını bir arada barındıran bütüncül bir yaklaşımı temsil etmektedir. Bu anlayış, örgütlerin yalnızca doğaya daha az zarar vermesini değil, aynı zamanda toplumun ihtiyaçlarına duyarlı bir şekilde hareket etmelerini ve uzun vadeli değer yaratmalarını sağlamayı amaçlamaktadır. Günümüzde sürdürülebilir yönetim, örgütlerin rekabet üstünlüğünü artırmakla birlikte, marka güvenilirliğini güçlendiren ve paydaşlar arasında olumlu bir algı oluşturan önemli bir stratejik araç haline gelmiştir. Elinizdeki bu kitap, sürdürülebilir yönetim kavramını çok yönlü bir bakış açısıyla ele alarak, okuyuculara bu alanda kapsamlı bir bilgi kaynağı sunmayı amaçlamaktadır. Kitap, ekonomik sürdürülebilirlikten çevresel sorumluluklara, sosyal sürdürülebilirlikten dijital dönüşüm süreçlerine kadar geniş bir yelpazede sürdürülebilir yönetimin farklı boyutlarını ele almaktadır. Her biri kendi alanında uzman olan yazarlarımızın katkılarıyla zenginleşen bu çalışma, sürdürülebilir yönetim anlayışını teorik bir çerçeve ile somut uygulamalar ışığında değerlendiriyor. Bu çalışma hem akademik hem de pratik açıdan önemli bir boşluğu doldurmayı hedeflemektedir. Akademisyenler, öğrenciler ve konuya ilgi duyan tüm okuyucular için sürdürülebilir yönetim konusunda derinlemesine bir kaynak sunarken, yöneticilere ve karar alıcılara örgüt süreçlerini sürdürülebilirlik ilkelerine uygun bir şekilde yeniden yapılandırma konusunda ilham vereceğine inanıyoruz. Kitabımız aynı zamanda sürdürülebilir yönetim anlayışının, bireylerin günlük yaşamlarından uluslararası iş birliklerine kadar her alanda etkili bir değişim yaratabileceğini göstermeyi amaçlamaktadır. Kitabımızın, sürdürülebilirlik yolculuğunda olan örgütlere ve bu alanda araştırma yapan akademisyenlere rehberlik etmesini temenni ediyoruz. Ayrıca, sürdürülebilir bir gelecek inşa etme hedefiyle yola çıkan herkes için ilham kaynağı olmasını ümit ediyoruz. İş yaşamında ve toplumda daha sorumlu ve bilinçli bir yönetim anlayışı oluşturmaya katkıda bulunmak, bu kitabın en temel amaçlarından biridir. Son olarak, bu çalışmada emeği geçen tüm yazarlarımıza, sürdürülebilirlik konusuna olan tutkularını ve bilgi birikimlerini okuyucularımızla paylaştıkları için teşekkürü bir borç biliyoruz. Kitabın, bu alanda yeni ufuklar açarak daha yaşanabilir bir dünyanın inşasına katkı sağlayacağına olan inancımız tamdır. Saygılarımızla, Dr. Öğr. Üyesi Nida PALABIYIK Öğr. Gör. Esra Akay
... In contrast, languishing employees experience lower levels of emotional, psychological, and social well-being (Rossouw & Rothmann, 2020). The well-being of employees and its importance within the workplace has been established by various researchers (Anitha, 2014;Rothmann, 2013;Sieberhagen et al., 2011;Vyas-Doorgapersad & Surujlal, 2014). However, since the experience of high levels of wellness/well-being is not static, the health-protective features of PWB must be present to reduce the risk of disease and promote length and quality of life (Hitge & Van Schalkwyk, 2018;Ryff, 2014). ...
... Indeed, employee performance assessment is one of the most relevant areas of application of Big Data and machine learning to transform the way companies manage their teams for effective and efficient management. Certainly, many empirical studies on factors affecting performance have been published, but these studies have focused just on one or at most two factors, namely: training [4], workforce diversity [5], leadership style [6], employee engagement [7], employee satisfaction [8] or communication and culture [9]. ...
Chapter
Nowadays, the human factor is becoming more decisive in achieving the overall performance of companies and subsequently in improving their competitiveness and their productivity, which makes Human Resources (HR) practices, in particular the performance management, a strategic function of companies.However, the mass of data generated by the HR Information System (HRIS) continues to multiply. Moreover, new external information resources are now available, such as social networks or measurements from physical devices, which constitute a profound digital transformation of HR data and its management. Thus, traditional Information Technology (IT) tools are no longer able to keep up with this growth of HR data in terms of volume, variety, veracity, velocity, and added Value, companies are not able to understand past phenomena such as the causes of non-performance of employees or to anticipate the departure risk of their key skills. Therefore, a big data project is no longer an option, it becomes unavoidable to stay in the race for competitiveness, productivity, and profitability [1].In this study, we establish a model to predict employee’s performance using machine learning algorithms in particular Principal Component Analysis (PCA) for dimensionality reduction and multinomial logistic regression (MLR) for classification. The result of this work represents a decision support model for managers to develop a tailor-made team around the overall strategy of the company, to set up an action plan to anticipate the departure of high performers.
... Studies have demonstrated that employment resources such as remuneration, training programs, and effective communication have an impact on employee engagement (Markos and Sridevi, 2010). According to Anitha (2014), compensation, which includes both monetary and non-monetary benefits such as overtime pay, health insurance, and life cover, is closely connected to employee engagement. In a meta-analysis of 155 studies, Bailey et al. (2017) found that employees' opinions of organizational culture, job design, leadership, and psychological states have an impact on employee engagement (EE). ...
Article
Employer branding has become a strategic tool for employee retention, and firms have used it as a means of maintaining a staff that is both stable and competitive. An employer brand that is strong is characterized by values that include social, economic, reputational, development, and diversity opportunities. The literature demonstrates that there are variances in employee engagement in terms of values, preferences, and demands pertaining to the workplace. This is significant when taking into consideration the dynamic and ever-changing character of an organization's workforce. It is the objective of this study to describe how the branding of an employer affects the level of engagement experienced by employees. The methodology utilized in this study was quantitative, and deductive reasoning was utilized throughout the process. Workers in Almaty, Kazakhstan who are employed in the information technology field were given a questionnaire to fill out. The sample consisted of a total of 111 replies. Preliminary findings suggest a direct correlation between employer branding values (social, economic, reputational, development, and diversity) and employee engagement. Moreover, social, economic, reputational, and development values significantly impact employee satisfaction. However, it's important to note that our study is ongoing, and final results will be presented in the thesis work.
... Indeed, employee performance assessment is one of the most relevant areas of application of Big Data and machine learning to transform the way companies manage their teams for effective and efficient management. Certainly, many empirical studies on factors affecting performance have been published, but these studies have focused just on one or at most two factors, namely: training [4], workforce diversity [5], leadership style [6], employee engagement [7], employee satisfaction [8] or communication and culture [9]. ...
Conference Paper
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Nowadays, and with the digital transformation of companies, obtaining the best possible return on the company's human capital to participate in the performance of the company is becoming a challenge for the management of human resources, practices are undergoing a profound transformation. Indeed, conventional IT tools can no longer keep up with the mass of data generated by the internal tools of companies in the volume of data to be processed, in the speed of its real-time exploitation, in variety of sources and formats, and in veracity to create the added value, the use of new, more sophisticated IT tools using more complex statistical methods is no longer an option to both better understand a phenomenon and to improve performance evaluation way which allows companies to stay on the competitive path and wait for their overall goals. In this article, we are going to propose a new approach that makes it possible to classify the performance of individuals based on several performance factors and using machine learning algorithms. The result of this work allows the human resources manager to make an objective evaluation based on data and to be able to anticipate HR phenomena instead of undergoing them, namely the departure of high performers or skills gaps.
... To increase employee engagement and motivate employees to perform tasks effectively, the leader/manager in the organization should formulate and communicate clear guidelines regarding organizational policies on such issues (Maclaclan, 2012). The various determinants of employee engagement in the organization cover job satisfaction, leadership, work-life balance, career paths, teamwork, job characteristics, training, job flexibility, work environment and value for opinions (Anitha, 2014;Joshi, 2011;Shirina et al., 2023). For this specific research context, the operationalization of engagement was defined from a myriad of sources. ...
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Myriad research studies across the spectrum continue to emphasize one common goal, namely, sustained desired performance/results. Such an outcome is dependent on employees’ commitment and engagement among others and is a function of astute leadership. This study aimed to contribute empirically to an understanding of and determine the effect of leadership on organizational commitment and engagement among the workforce, especially during and post-crisis. The study adopted a deductive i.e., quantitative research approach, that is descriptive in nature. It used a cross-sectional survey research design in a five-point Likert scale to randomly collect data from 220 dispatched questionnaires to participants across various sectors of the economy in the Free State Province. A total of 181 questionnaires were collected for data analysis, yielding a response rate of 82%. The standard multiple regression analysis (MRA) and interpretation were conducted to assess the relationship between independent and dependent variables. The MRA results reveal that both leadership (?= 0.332) and ownership/accountability (?= 0.346) have a positive and statistically significant (p-values <0.05) impact on organisational commitment/engagement. Leadership and ownership/accountability reflect a significant power of predictability towards organisational commitment/engagement (F = 44.106; R2= 0.361; p<0.05) of the respondents. To ensure sustained exceptional performance, advocating for a servant-leadership culture, and being fearless of being led, will most likely inspire confidence, engagement and commitment among the workforce. The study provides empirical evidence of the positive effect of leadership on commitment and engagement, confirming that these independent variables are predictors of the dependent variables namely, employee commitment and engagement.
... Numerous studies have explored the factors that influence sleep quality among nurses globally, with consistent findings that rotating shifts, high workloads, and the emotional stress of caregiving are key contributors (11)(12). However, there is limited research focusing specifically on Malaysian nurses. ...
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Background Poor sleep quality among nurses can negatively impact their performance, leading to increased risks of errors in nursing practice, which directly affect patient safety. However, there is limited research on the factors influencing sleep quality and its subsequent consequences on patient safety, particularly in tertiary hospitals in Kelantan, Malaysia. This study aimed to determine the factors influencing sleep quality and the prevalence of poor sleep quality among nurses at tertiary hospitals in Kelantan. Methodology A cross-sectional study was conducted in two tertiary care hospitals in Kelantan between December 2023 and February 2024. A proportionate stratified random sampling method was employed to recruit a sample of 470 registered nurses. Data were collected using a validated self-administered questionnaire comprising 19 items across seven component scores. Results The prevalence of poor sleep quality among nurses was found to be 69.8%. The study identified several significant factors associated with poor sleep quality, including sleep duration (aOR 0.291; 95% CI: 0.215–0.393; p < 0.001), years of work experience (aOR 0.953; 95% CI: 0.924–0.984; p = 0.003), history of involvement in medication errors (aOR 2.669; 95% CI: 1.413–5.041; p = 0.002), and experiences of commuting injury (aOR 1.869; 95% CI: 1.119–3.121; p = 0.017). Conclusion The high prevalence of poor sleep quality among nurses highlights the need for targeted interventions to address this issue. In addition to ongoing education, implementing sleep hygiene programs, offering stress management workshops, and introducing flexible work schedules could significantly improve sleep quality. Creating a supportive work environment that prioritizes nurse well-being is crucial for enhancing patient safety and overall healthcare outcomes.
... Employee development, which encompasses career growth opportunities and skill enhancement, has a substantial effect on both job satisfaction and engagement. Saks (2006) and Anitha (2014) highlighted that organizations investing in development initiatives witness higher levels of employee loyalty and engagement. Recent studies (Shuck et al., 2022) reinforce the importance of employee development in fostering engagement, especially in industries such as manufacturing, where skills evolve rapidly. ...
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The aim of the study was to examine the extent to which organisational factors, namely, training development, employee development, reward recognition, leadership style, organisational climate and employee communication, influence employee work engagement in the manufacturing sector of India, with job satisfaction as a mediating variable. Data were collected from 640 employees in companies across all Indian states, where there were more than 500 employees. The study revealed that employee engagement was significantly predicted by job satisfaction, leadership style and employee development. The relationship between employee engagement and reward recognition and communication was positive, although of limited significance. The study suggested that employee engagement was facilitated by the quality of leadership and tailor-made reward systems. The study has limitations, namely, that it covered only large companies and included a few constructs, restricting its generalizability to SMEs or other sectors as well. Future mandatory strategic efforts should focus on identifying constructs such as organisational culture and additional mediators such as emotional design to understand employee engagement behavior in multiple industries for further development.
... Engaged employees are often viewed as crucial to an organisation's ability to maintain a competitive advantage, navigate change and foster work-related advancements (Hanaysha, 2016). Employee engagement is characterised by an employee's level of involvement, participation and alignment with the organisation's values (Anitha, 2014). Investing in employee engagement is advisable for employers, as empirical research has demonstrated a positive relationship between job engagement and performance outcomes such as employee retention and productivity (Markos and Sridevi, 2010). ...
Article
Purpose Transformational leadership has attained immense attraction in contemporary research for its positive contribution in implementation of Education 4.0. Drawing on social bond theory and employee stewardship theory, this study aims to examine the mediating roles of employee engagement and organisational citizenship behaviour between transformational leadership and Education 4.0 in higher educational institutions. Design/methodology/approach Data was collected through survey questionnaire by using three-wave time lagged study design from regular faculty members of Indian higher educational institutions. Hayes Process Macro was used for testing the parallel mediation model. Findings Transformational leadership has a positive and significant impact on Education 4.0. The results of this study indicate that employee engagement and organisational citizenship behaviour partially mediate the relationship between transformational leadership and Education 4.0. Furthermore, the analysis explains that employee engagement and organisational citizenship behaviour leveraged under transformational leadership act as parallel mediators, and there is no statistical difference between them. Originality/value To the best of the authors’ knowledge, this study is first in itself to consider more than one factor influencing the relationship between transformational leadership and Education 4.0, thus making ground for parallel mediation. This study addresses the urgent call by United Nations for achieving Sustainable Development Goals (SDGs) by ensuring quality education (SDG 4) and reducing inequality (SDG 10), thereby giving peaceful and strong intuitions (SDG 16).
... Key performance indicators include quality and quantity of work, timeliness, effectiveness, and independence [57]. Improving employee performance is a fundamental goal for organisations [58] and is associated with workplace success and results [59]. ...
... Organizations with higher employee engagement build better culture of motivation, commitment and work (Harter et al., 2002;Cheese and Cantrell, 2005). Effectively designed PMS have the potential to increase employee engagement and involvement in work (Medlin and Green, 2009;Mone et al., 2011;Saks, 2019;Scott and McMullen, 2010), leading to increased efforts to achieve organizational goals and improved performance (Anitha, 2014;Awan et al., 2020). Parzefall and Hakanen (2010) found a positive relationship between perceived psychological contract fulfilment and work commitment, with work engagement fully mediating the relationship between perceived contract fulfilment and affective work commitment. ...
Article
Performance management systems (PMS) are an essential tool in shaping employee behaviour in organizations. PMSs are also an important part of today's organizations and provide a framework for improving employee performance, productivity and leadership. Previous studies have not examined how PMSs influence employee behaviour, i.e. what are the mediating and moderating roles in this relationship. This article reviews and synthesizes current scientific knowledge on the influence of performance management systems on employee behaviour and examines the role of mediating and moderating mechanisms in this relationship. A systematic review of 83 research articles published in English up to 2022 was conducted. The review investigated various mechanisms through which PMS influences employee behaviour (specifically employee commitment, motivation and satisfaction). Promising trends and research trajectories were identified through content analysis with a mediating and moderating role. The PMS influences employee behaviour primarily through three constructs - clearly set goals, properly set rewards, and effective feedback delivery. A consistent (effective) PMS subsequently contributes to employee engagement and empowerment, which mediate the relationship. Organizational culture is a moderator because it can deepen the relationship between PMS and employee behaviour. The performance-oriented organizational culture in a company helps to create an effective PMS that positively influences employee behaviour. From a theoretical perspective, this paper synthesizes the results of each research, assesses the knowledge base in our selected research area, and clarifies potential avenues for future research and trends. This research contributes valuable insights for organizations seeking to improve their PMS for sustained employee success and satisfaction, as the literature search described the impact of PMS on employee behaviour through the identification and examination of individual mediating and moderating roles. Managers who pay attention to employee engagement and empowerment can then set up activities to have a good and necessary impact on employee commitment, motivation and satisfaction.
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This research investigated the impact of conflict management on the work performance of secretaries within a company. The methodology employed a survey design. The research population comprised fifty-one secretaries at Federal Polytechnic Ede, Osun State. Three research enquiries were posed. A standardised questionnaire, entitled "Influence of Conflict Management on Job Performance of Secretaries in an Organisation Questionnaire (ICMJPSOQ)," was utilized for data collection. The instrument's reliability coefficient was calculated using the Spearman rank-order correlation coefficient, resulting in a value of 0.61. The study issues were addressed using mean and standard deviation. The findings indicated that comprehensive elimination of conflict is unattainable; managers who attempt to eradicate conflict are unlikely to survive. But those who effectively manage it tend to reap institutional advantages and personal fulfilment. Although disagreements, when adeptly handled, may be very beneficial to secretaries, they exist in both personal and professional contexts. This underscores the complexity of conflict dynamics in organizational settings. It was advised among other recommendations that management should implement conflict management strategies that enhance organisational performance; facilitate open communication between management and employees and foster interpersonal relationships among colleagues to elevate morale.
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Introduction: Human resources are one of the important factors in an organization or company, besides other factors such as assets and capital. Every organization and company will always try to improve its employee performance to achieve company goals. Performance is often a problem that arises among employees. Objectives: The purpose of this study is to show the effect of Employee Engagement and employee organizational commitment on Employee Performance. Methods: The design used in this study is the cross-sectional method. This type of research uses a quantitative method with an explanatory survey. The sampling technique used is the probability sampling technique using a sampling of 100 respondents through the distribution of questionnaires. The data analysis technique used is Partial Least Squares (PLS) with the help of the smartPLS version 4.0 computer software program. Results: Based on the results of the study, it can be seen that there is an influence of Employee Engagement and employee organizational commitment on Employee Performance. Organizational Commitment is able to mediate the influence of employee organizational commitment on employee performance. Conclusions: Based on the results of the research that has been conducted using verification analysis, it can be concluded that the influence of Employee Engagement on Employee Performance is mediated by Organizational Commitment. This shows that the higher the Employee Engagement, the higher the Employee Performance mediated by Organizational Commitment. The existence of this research is expected to help subsequent researchers in conducting research on job involvement and Organizational Commitment using different indicators from more diverse theoretical sources, and on different objects, because there are still many limitations in this research, especially those related to research methods and data collection techniques.
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Although sales employees are drivers of every organization, amid this economic contraction, they are uncomfortable with unfit sales targets. So, the employees tend to leave, unless organizational support emerges. Under this scenario, organizations light on the retention strategy in this regard. With that objective, the present study was taken to identify the impact of perceived organizational support on turnover intention with the mediating effect of sales employee engagement referring to a leading insurance company in Sri Lanka. Even if there are theoretical and empirical findings well documented for the problem, those may change according to economic fluctuations; the study is based on the specific time in 2022 in Sri Lanka, which was economically difficult for everyone. The study was quantitative, and a sample of 350 non-executive sales employees was selected utilizing the convenience sampling method. The primary data was collected using self-administered questionnaires and analyzed using the SPSS statistical package. The study found that perceived organizational support is significantly related to employee engagement, which in turn has an impact on the turnover intention of the respective employees. Further, employee engagement is found to be a partial mediator (EE =-1.1459) between independent and dependent variables but the direct effect of POS on the DV remains statistically significant (p < 0.001). The study concludes that organizational supportiveness supports eliminating turnover intentions when considering the effect of employee engagement things. Therefore, it suggests practicing more and more engagement activities at the workplace.
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The Information Technology (IT) Industry is the fastest-growing industry. In India after 2002 is growing day by day. This is made up of the software industry and the ITES industry and these industries contribute to our Indian economy. It creates employment, revenue, and other benefits for our country. On the basis of the March 2022 report, almost 5 million people are working in the IT sector in India, and for any organization, employees are the lifeblood.
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The current research aims to study the organizational agility and its reflection on functional engagement in the left sector of health and primary care in Nineveh. To achieve this, a tool was built to collect data (questionnaire) directed to the directors of the centers and their assistants in the Al-Issar Primary and Health Care Sector, as well as the director, his assistants, and heads of departments in the center of the sector with (90) questionnaires, and the statistical laboratory procedure and statistical tools represented in (stability factor, Cronbach's alpha, reliability, Arithmetic mean, standard deviation, Spearman's correlation coefficient, multiple regression coefficient) using the SPSS-Vr24 software package. The study reached a number of results, the most important of which is that organizational agility plays a prominent role in job engagement, as well as the effect of decision-making agility with job engagement. The study presented recommendations
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This study investigates performance appraisal practices (PAPs), such as performance feedback, financial reward, job promotion, performance recognition, and training and their respective influence on employee engagement and performance. Responses were gathered from 203 employees of Malaysian Higher Education Institutions (HEIs) using a stratified sampling technique while PLS-SEM was used as data analysis technique. The findings reveal that training and financial rewards significantly and positively affect employee engagement, while performance feedback, job promotion, and performance recognition have no significant influence on employee engagement. On the other hand, the results show a significant positive relationship between all PAPs and employee performance, except in the case of financial reward. Similarly, employee engagement has a significant effect on employee performance. This outcome suggests that there is a distinction between employee engagement and performance in academic settings. The study uncovers why there is a need for policy and decision makers in the education sector to focus more on how job promotion, performance feedback, and performance recognition can be optimized for job engagement among academic staff of Tertiary Institutions and financial rewards for effective employee performance.
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This study aims to provide empirical evidence on the factors influencing the hybrid workplace model from the employer's perspective, as well as the intention of adopting hybrid work as the future of work to enhance performance. The theoretical framework combines the Theory of Performance and Development as a reference for the study. This is a quantitative research study that employs purposive sampling, selecting participants based on specific criteria. Data collection was conducted through a survey method using questionnaires distributed to 170 respondents. The analysis was performed using the SmartPLS 4.0 software.The empirical results show a strong correlation between work engagement and employee performance, with the integration of mediating factors. The findings indicate that better acceptance of the benefits of hybrid work and work-life balance by employees contributes to improved employee performance. Furthermore, evidence suggests that the path coefficient of hybrid work has the most dominant role in influencing employee performance and work engagement, particularly among Generation Z. This indicates that Generation Z possesses a forward-thinking approach to self-quality, enabling them to align their interests with their efforts to maintain their work quality.
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Green Human Resource Management (HRM) is considered an emerging field of management that evaluates and ensures green performance and outcomes in organizations. In today’s dynamic business environment, work-life balance has become one of the key issues faced by many employees all over the world. Maintaining work-life balance is an issue increasingly recognized as of strategic importance to the organization and significance to employees. In doing so, the present study introduced independent and dependent variables to explain the underlying mechanisms of green HRM and work-life balance and its impact on employee performance. A total of 90 employees of the calibration services company have completed a set of questionnaires through Google Forms to provide data for the analysis. This study is using census method as one of the best probability sampling techniques to be used it’s a systematic method that collects and records the data about the members of the population and is suitable when the case-intensive study is required or the area is limited. This study has adopted the quantitative method in this research as the method allows the researcher to focus on the research. The data were analyzed through SPSS which facilitates descriptive statistics, correlation, and multiple regressions. Multiple regression analysis was used to test the hypotheses in this research. The findings showed that green HRM and work-life balance were the significant variables influencing employee performance in the study. In addition, the significance of the study included providing new knowledge from the theoretical perspective, obtaining a better understanding of the importance of green HRM and work-life balance from the perspective of employee performance, and contributing to the efforts made by the government to improve the probability of green culture in organizational and balancing professional life and family life employment of employees through policies from the perspective of the government. Lastly, recommendations for employers, employees, government, and future research are made to improve employee performance.
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In today’s workplace, supervisors often communicate with direct reports using technology that could influence the perceived relationship employees have with their managers. The purpose of this convergent mixed methods study was to describe the perception of how media richness, when using technology to communicate, influences the relationship direct reports have with their supervisors. To address the research question, a survey was used with a sample of 100 direct reports who frequently receive communication from their supervisors in different technology formats. The results from the study suggest that technology media influences the perceived relationship between direct reports and their supervisors. According to the results of this study, technology media may be especially helpful in bolstering the availability of supervisors, which may positively influence other elements of the supervisory relationship. The results further suggest that it may be important for all leaders to choose technology media that is personalized and preferred by the employee while also using the most effective media for the type of message. Finally, leaders should understand the concerns that employees may have around privacy and overuse of technology media.
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This research investigates the impact of Transformational Leadership and Career Development on Employee Engagement, with Work Environment serving as a mediating variable. This study employs a quantitative research method, targeting employees of BBPPMPV BOE in Malang City. A sample of 144 participants was selected using Slovin's formula, maintaining an error level of 5%, and the sampling technique utilized was Simple Random Sampling. Data collection occurred through an online questionnaire, followed by data analysis using smartPLS. The findings reveal that Transformational Leadership and Career Development do not directly influence Employee Engagement. However, Employee Engagement significantly impacts the Work Environment, which in turn plays a crucial role in enhancing Transformational Leadership and Career Development. Furthermore, Employee Engagement lacks a direct effect on Transformational Leadership and Career Development; rather, its influence is mediated by the Work Environment. These results imply that while fostering a supportive Work Environment can strengthen the effects of Transformational Leadership and Career Development on Employee Engagement, organizations should focus on improving this environment to enhance overall employee involvement and satisfaction. This research underscores the importance of cultivating a positive workplace atmosphere to optimize leadership efficacy and career growth opportunities.
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The researcher examines how the working environment of the Department's districts influences job satisfaction. The study further examines the correlation between job satisfaction and employee turnover at the Department of Education, as well as how intrinsic and extrinsic motivational factors influence job satisfaction. A mixed method approach employed both qualitative and quantitative data collection and analysis.
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The goal of this research is to identify the impact of IEB on employee engagement and retention in IT companies. The quantitative research involved 203 IT professionals. The significant relationship between IEB, employee engagement, employee retention and social identity was revealed. The study showed that employee engagement is mostly affected by the following dimensions of IEB: organizational values, rewards and recognition, while in addition, internal communication has a positive effect on employee retention.
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Introduction and objectives: Today, hardly in higher institutions, employees perform their duties and responsibilities without asking for some kind of encouragement from managers, colleagues, and students. In addition, the occurrence of deviant behavior in the workplace is common among many academic and non-academic employees of higher institutions. These behaviors negate the code of conduct in the university. In addition, cases of poor work attitude, absenteeism, tardiness, bullying, gender discrimination, aggression, and anti-social behavior have also been reported among the employees of higher institutions in Iran. The concept of civility in the workplace has been widely discussed in the related scientific literature. Some researchers see civility as the opposite of incivility, while others allow people to interpret the term in their way. In addition, there is heterogeneity in how civility is measured, with some studies using civility scales and others using tools to measure incivility. This lack of consensus makes it challenging to determine the exact meaning of civility in the workplace and the most effective way to measure it. Therefore, more research is needed to develop a clear and agreed-upon definition and measurement tool for this critical concept. In this regard, civility in the workplace plays an important role in promoting the welfare of employees, improving organizational results, and reducing deviant behaviors in the workplace. The present research shows that a set of mild civilities, such as respect, smile, love, civility, intimacy, cordiality, kindness, and civility can encourage employees' participation (joyfulness, dedication, and attraction) and as a result deviant behavior discourages employees in the workplace. Therefore, taking into account the gap in the current research literature, it is clear that less research has addressed work participation with a mediating role in the relationship between politeness in the workplace and deviant behavior in the workplace. Thus, the current research aims to investigate the effect of civility in the user environment of deviant behavior in the workplace among the employees of Isfahan Islamic Azad University (Khorasgan branch) and to determine the mediating role of work participation in this regard. Method: The research method is practical in terms of the purpose and terms of the method of data collection, it is descriptive of the correlation type, the statistical population of this research is 660 employees working in Isfahan Islamic Azad University (Khorasgan), and using Cochran's formula, 242 people were selected as a sample size. The sample people were selected using a stratified sampling method according to the volume. The research tool was the politeness questionnaire in the work environment by Ojali et al. (2021), the deviant behaviors questionnaire in the workplace by Penney, L. M., & Spector, P. E. (2005), and the work participation questionnaire by Saks, A. M., & Gruman, J. A. (2014). To determine and check content validity, the questionnaires were reviewed using the opinions of professors and experts before implementation. To check the formal validity of the aforementioned questionnaires, 10 people from the statistical population of the study completed it and after conceptual editing of some questions, the measurement tool was given formal validity. The results of the confirmatory factor analysis showed that all the fit indices of the questions were above 0.9 and this indicates the acceptability of the items. Therefore the reliability of the questionnaires with Cronbach's alpha method was 0.88 and .090 and 0.92 were estimated and data analysis was done using structural equation modeling. Results: The findings showed that civility in the work environment has a negative relationship with deviant behaviors in the work environment, whose influence coefficient was 0.66, and work participation hurts deviant behaviors in the work environment, whose influence coefficient was 0.44, and also civility in the work environment work participation has a positive effect, the coefficient of which was 0.55. Moreover, the results showed that the lower limit of the confidence interval for work participation, as a mediating variable between civility in the work environment and deviant behavior in the work environment was (0.0990) and its upper limit was (0.0110). The confidence level for this confidence interval was 95 and the number of bootstrap resampling method was 5000. Considering that zero is outside this confidence interval, this relationship is a significant mediator; therefore, work participation plays a role as a mediating variable in the relationship between civility in the workplace and deviant behavior in the workplace. Discussion and Conclusions: The present study was conducted to determine the effect of civility in the user environment of deviant behaviors in the workplace through work participation in Isfahan Islamic Azad University (Khorasgan branch). The findings showed that civility in the work environment has an inverse and significant effect on deviant behavior in the work environment. The results of the present study with the findings of Jafari et al. (2020); Soo and Arslan (2023); Abdullah et al. (2021), Zahid and Nauman (2023) and Ojali et al. (2021) have a direct alignment in examining the relationship between politeness in the workplace and deviant behavior in the workplace. The current research has important implications for intervention strategies aimed at reducing deviant behavior in the workplace. The findings of the current research showed that creating and maintaining decency is a complex process that includes personal, work, and social factors that interact with each other. Therefore, interventions should not only target individual employees but also include groups and organizations. While some personality traits or orientations may help employees manage workplace stress, the analysis of the current research shows that an organizational culture that values civility is more effective in encouraging such behavior among employees. Therefore, it is important to assess organizational cultures and identify those that are more likely to tolerate impolite and aggressive behavior and to intervene to promote civility. Intervention programs should be comprehensive and open to innovative methods, including conscious speech. This research showed that civility predicts positive outcomes for employees and can be increased through various programs. Masculinity versus femininity, i.e., organizations that value masculinity may prioritize competitiveness over consensus and show less cooperation and concern for the well-being of others. On the other hand, organizations that value femininity may be more consensual, humble, and cooperative and promote stronger cultural norms of civility in a less hierarchical, male-dominated, or competitive environment. In addition, there may be differences in workplace civil behavior among employees of different national cultures due to differences in implicit norms for expressing differences between collectivist and individualistic cultures. In today's diverse workplace, understanding these differences can improve communication and increase cooperation between employees. Finally, empirical research should examine the potential impact of leaders' responses to employees' uncivil behavior, as these responses are observed by co-workers and may affect long-term outcomes, such as perceptions of organizational justice. In summary, this study emphasizes that promoting civility at work can lead to healthier organizations and happier workers (Di Fabio et al., 2016) while preventing the wastage of human capital. Acknowledgment: I would like to thank the editor-in-chief of the Journal of Studies in Religion, Spirituality & Management, and the participants in the study. Conflict of Interests: There is no conflict of interest in this research. Keywords Civility in the workplace Deviant behavior in the workplace Work participation Social exchange theory
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The aim of the study is to investigate the influence of hotel reward systems on employee motivation and retention. Structured questionnaire was prepared to collect data from hotel employees of Bhubaneswar city of Odisha state. For first objective, questions on 12 parameters of hotel reward systems were framed and asked to respondents how these parameters influence employee motivation to work. For second objective, questions on 10 parameters were framed and asked to respondents how these parameters influence employee retention in hotels. Data is collected in the month of April 2024. Convenience sampling technique is used for data collection. Total 76 responses are found valid. Central tendency technique is used for the achievement of first objective and percentile method is used for the achievement of second objective. The findings of the first objective have concluded that promotions, increase in salaries, cash awards and training & development opportunities are the parameters of hotel reward systems which has the highest impact on employee motivation to work more effectively in their hotels. The findings of the second objective have concluded that Employees who feel valued and appreciated through the hotel's reward system are more likely to exhibit loyalty and commitment to the organization over the long term. The findings of the second objective have also concluded that non-monetary rewards, such as recognition programs or career advancement opportunities, contribute significantly to employee retention in the hotel industry.
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In this article we suggest that events and contexts relevant to the initiation and regulation of intentional behavior can function either to support autonomy (i.e., to promote choice) or to control behavior (i.e., to pressure one toward specific outcomes). Research herein reviewed indicates that this distinction is relevant to specific external events and to general interpersonal contexts as well as to specific internal events and to general personality orientations. That is, the distinction is relevant whether one's analysis focuses on social psychological variables or on personality variables. The research review details those contextual and person factors that tend to promote autonomy and those that tend to control. Furthermore, it shows that autonomy support has generally been associated with more intrinsic motivation, greater interest, less pressure and tension, more creativity, more cognitive flexibility, better conceptual learning, a more positive emotional tone, higher self-esteem, more trust, greater persistence of behavior change, and better physical and psychological health than has control. Also, these results have converged across different assessment procedures, different research methods, and different subject populations. On the basis of these results, we present an organismic perspective in which we argue that the regulation of intentional behavior varies along a continuum from autonomous (i.e., self-determined) to controlled. The relation of this organismic perspective to historical developments in empirical psychology is discussed, with a particular emphasis on its implications for the study of social psychology and personality.
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Purpose The purpose of this paper is to make a contribution to corporate communication theory by considering the evolution of employee engagement and the role of communication in enhancing employee engagement. Design/methodology/approach Despite its importance for organisation leaders, there is considerable confusion about the meaning of employee engagement. This paper aims to provide a degree of clarity on the concept by identifying stages in its evolution and discussing its definition. Findings Surprisingly, corporate communication literature has not yet adequately considered the concept. This may be due to confusion concerning the concept, and to concerns about overlaps with other constructs such as commitment. This paper tackles the gap in the literature with a proposed model of the role of internal corporate communication in enhancing employee engagement. Research limitations/implications The article discusses linkages between engagement and communication which suggest research potential for the communication disciplines. Practical implications There are practical implications of the model proposed here since it encourages communicators to consider potential engagement effects of communication strategies and tactics. Social implications The paper encourages communicators to consider the communication needs of employees. Originality/value This conceptual paper provides an overview of employee engagement literature with a novel contribution identifying evolutionary waves in the development of the concept. It suggests a definition of organisation engagement as a dynamic, changeable psychological state which links employees to their organisations, manifest in organisation member role performances expressed physically, cognitively and emotionally, and influenced by organisation‐level internal communication.
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Purpose The purpose of this study is to address the impact of three issues: degree of skills, favorable working environment and R&D on manufacturing productivity of labor‐intensive industries. Design/methodology/approach Convenience sampling method has been used to conduct this study. Three categories of labor‐intensive manufacturing industries (A, B and C) have been chosen to perform this research. Industrial category A represents the manufacturing operations which are based on skill of labor. Category B is a group of industries which provides a favorable working environment to utilize the potential of skill in manufacturing process. Category C is a specialized group of industries and its manufacturing process is dependent on R&D. Input–output data for manufacturing operations of the sample industries have been analyzed by using standard statistical techniques to establish the relationship between dependent and independent variables. Findings The degree of skill and productivity is positively correlated, but not strongly ( r <0.5). The study found that productivity is positively ( r >0.5) associated with favorable working environment. However, a significantly positive correlation ( r >0.7) is found between R&D expenditure and productivity. The study concludes that a higher degree of skills, favorable working environment and R&D are important inputs to a labor‐intensive manufacturing process, which is positively associated with productivity. Research limitations/implications Manufacturing productivity is an important parameter of industrial growth, and this paper addresses this issue. The current work addresses the garments sector, i.e. a part of the labor‐intensive industries. Though this work is focused on only one part of this sector; the findings of this study have significant policy implications. The results would be useful for manufacturing business executives and policy makers. Originality/value This study addresses the important issue of productivity of labor‐intensive manufacturing industries, and generates quantitative evidence of the impact of degree of skills, favorable working environment and R&D on productivity. The generated information enriches the present knowledge stock of manufacturing systems. The findings could be the basis for further academic research on manufacturing systems.
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Purpose To explain that a fully‐engaged employee is an extremely important commercial asset. Design/methodology/approach In the absence of detailed research, the author draws on his extensive experience of working with numerous large organizations on maximizing the extent to which their employees are engaged. His experience is practical and has involved working with employees who themselves toil at the “coal‐face” of organizational success. The research presents an informed anecdotal approach to the subject and is made systematic through a range of practical guidelines. Findings The nature of the research means that it discusses general strategic issues in business rather than specific statistical findings. But inherent in the paper is the fact that these general strategic issues are unchanging and are of permanent importance. Practical implications The practical implications of the paper are enormous. The author is saying nothing less momentous than that the difference between an engaged employee (i.e. one who is fully emotionally and intellectually motivated by his or her work) compared with an employee who is not engaged, is prodigious and can make a huge commercial difference to an organization's performance. Originality/value Perhaps the most important observation of all given by the author is that engaged employees provide a discretionary input, that is, they give a level of energy and commitment to the job which the job does not require from a contractual perspective.
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Purpose The purpose of this paper is to highlight the significance of creating a retention‐rich organizational culture and discuss the drivers of employee engagement. Design/methodology/approach The paper presents the personal view of the author, based on research findings and practical experience. Findings The paper advances the view that finding and retaining talent are critical elements of an organization's ability to improve profitability, manage costs, grow by acquisition, innovate, develop new products and services, and discover new markets. Corporate cultures characterized by teamwork, pleasant working conditions, considerate treatment of employees, growth opportunities, flexible‐working practices, and good leadership and management practices foster employee engagement. Practical implications The paper argues that, in today's competitive environment, companies need to acknowledge the importance of the manager in retaining employees. Originality/value The paper illustrates why employee engagement is based on a two‐way relationship between employer and employee.
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Performance management methods are receiving increased attention as organizations seek performance gains from their workforces during challenging economic times. In this paper, the construct of performance management is challenged along two lines: how applied models do not take full advantage of existing theories of work motivation; and how the impact of performance management will continue to be constrained as long it remains a predominantly top-down process. Several relevant theories of motivation are examined to illustrate gaps between theory and practice and to provide a basis for looking at performance management from the performer's perspective. Resulting implications for the human resource development (HRD) field are discussed.
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This paper describes a study of a collegial teacher education program aimed at helping student teachers learn interdependent instructional skills and professional behaviors which support the development of authentic collegiality before they experienced the isolation many teachers perceive. The program arranged an environment where student teachers were guided in pairs by supervising teachers and university coordinators to participate in collaborative decision making, pedagogical reflection, and talk about teaching. The program hypothesized that collegiality would develop and systematically integrate students' instructional and professional learning. This study examined whether the program would result in collaborative relationships. Data from 12 cycles of partnered student teachers participating in public school placements were used to examine the issue. Data came from questionnaires, journals, interviews, conferences, observations, and audio and video tapes. Results indicated that the pairings: prepared student teachers to work with other teachers in a professional community; enhanced critical thought about teaching; and identified a continuum of collaborative development stages and behaviors. When partners differed in beliefs about teaching, conflicts emerged that sometimes required assistance. When partners' teaching talents differed significantly, jealousy and rancor were seen. University faculty influenced professional behaviors leading to collegial relationships. (Contains 29 references.) (SM)
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The field of strategic human resource management (SHRM) has been criticized for lacking a solid theoretical foundation. This article documents that, contrary to this criticism, the SHRM literature draws on three dominant modes of theorizing: universalistic, contingency, and configurational perspectives, Seven key strategic human resource practices are identified and used to develop theoretical arguments consistent with each perspective, The results demonstrate that each perspective can be used to structure theoretical arguments that explain significant levels of variation in financial performance.
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argue that individuals seek to derive certain values from work (e.g., material, a sense of purpose, enhancement of one's self concept) / when the work environment conflicts with the individual's attainment of these values, stress is experienced / go beyond an emphasis on environmental forces in the workplace causing stress to an emphasis on how individuals interact and cope with such environmental forces (PsycINFO Database Record (c) 2012 APA, all rights reserved)
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As research on engagement has expanded very quickly, a need has emerged for a synthesis of existing empirical studies. Thus, the purpose of this chapter is to provide a meta-analysis of the correlates of engagement. To that end, the author offers a very brief summary of the expected relationships from the literature. I discuss the manner in which the meta-analysis was carried out along with its primary findings. Based on the previous literature, the author hypothesizes the following: Hypothesis 1: Dimensions of engagement should be negatively associated with dimensions of burnout. Specifically, it is expected that vigor will be most strongly and negatively associated with exhaustion and dedication will be most strongly and negatively associated with cynicism. Hypothesis 2: Resources will be positively associated with engagement. Specifically, social support, autonomy, feedback, positive organizational climate, and self-efficacy will be positively associated with engagement. Hypothesis 3a: Demands will be negatively associated with work engagement. Specifically, work overload, work-family conflict, and family-work conflict will be negatively associated with engagement. Hypothesis 3b: The relationship between job demands and engagement will be weaker than the relationship between resources and engagement. Hypothesis 4: Work engagement will be positively associated with positive outcomes at work. Specifically, engagement will be positively associated with organizational commitment, performance, and health. Engagement will be negatively associated with turnover intentions. To summarize, the author found, with a few exceptions, that work engagement constructs were negatively associated with burnout as predicted by the literature. Also as predicted, resources were positively related and demands were negatively related to engagement, but resources were much more strongly related. Finally, engagement was positively associated with positive outcomes at work, including a stronger relationship between dedication—an identification-based component of engagement—and commitment and turnover intention. The chapter ends with a discussion of the current state of the empirical engagement literature and suggestions for future research. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
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For at least the last decade, it has been hard to pick up a business book, article, or corporate annual report without seeing statements that stress the importance of human capital. Surveys of executives confirm that many believe that finding and developing the right people should be one of their top priorities. However, it is one thing to stress the importance of human capital; it is another for organizations to be designed to reflect the importance of human capital.This article looks at four areas where human capital should have a major impact on design: corporate boards, leadership, the human resource department, and information practices. In all of these areas there is a large gap between how most organizations operate and how they should operate in an organization that is built for human capital.Corporate boards should have both the expertise and the information needed in order to understand and advise on talent issues at all levels of the organization. They should focus on developing managers who can provide leadership.The HR Department should be the most important staff group. HR should have the best talent, the best information technology resources, and it should be a valued expert resource to the firm when it comes to strategy, change management, organization design, and talent management.
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Building on Kahn's (1990) ethnographic work, a field study in a U.S. Midwestern insurance company explored the determinants and mediating effects of three psychological conditions — meaningfulness, safety and availability — on employees' engagement in their work. Results from the revised theoretical framework revealed that all three psychological conditions exhibited significant positive relations with engagement. Meaningfulness displayed the strongest relation. Job enrichment and work role fit were positively linked to psychological meaningfulness. Rewarding co-worker and supportive supervisor relations were positively associated with psychological safety, whereas adherence to co-worker norms and self-consciousness were negatively associated. Psychological availability was positively related to resources available and negatively related to participation in outside activities. Finally, the relations of job enrichment and work role fit with engagement were both fully mediated by the psychological condition of meaningfulness. The association between adherence to co-worker norms and engagement was partially mediated by psychological safety. Theoretical and practical implications related to psychological engagement at work are discussed.
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