Article

Job stress & employee engagement

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Abstract

Employee engagement is the concept, gaining significant attention since last 10 years. Organizations are using their engaged employees as tool of strategic competence. But intense competition among organizations and strive to remain at the top brings more challenges, responsibilities and heavy workload for the employees of the organizations, leading towards stress. Stress is the phenomena having drastic impact on the dedication, willingness to work and enthusiasm of the employee. This study reveals the relationship between job stress and employee engagement - vigor, dedication and absorption. Responses from 137 respondents were collected from different organizations. The findings (r = -0.79 & R2 = 0.63) show that there is negative and significant relationship between job stress and employee engagement. Stress should be eliminated or minimized in order to get the maximum out of employee's effort.

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... There are different factors that are associated with occupational stress (Antoniou et al., 2013). Previous studies revealed that stress is the result of role overload, role insufficiency, social support, monthly income, and role limitations (Sun, Wu, and Wang, 2011), as well as performance pressure (Ahsan, Abdullah, Fie, & Alam, 2009;Iqbal, Khan, and Iqbal, 2012). Tytherleigh, Webb, Cooper, and Ricketts (2005) revealed that job insecurity is the most significant source of stress of employees in higher education, while Wu, Zhu, Wang, Wang, and Lan (2007) found out that the most significant predictors of emotional exhaustion are role overload, responsibility, role insufficiency, and self-care. ...
... Occupational stress may also be related to work engagement. In the workplace, stress is one of the factors that negatively affect the work engagement of the employees (Iqbal et al., 2012). Stressors such as role conflict and role ambiguity are negatively correlated to work engagement (Derbis, 2012;Ramos, Alés, and Sierra, 2014), while job insecurity significantly affects work engagement and burnout (Bosman, Rothmann, & Buitendach, 2005). ...
... Padula et al. (2012) found out that occupational stress is significantly related to work engagement and it influenced how employees deal with work frustrations. There is also a significant relationship between job stress and different dimensions of employee engagement (Iqbal et al., 2012) and a significant association between employees' different sources of job stress and levels of work engagement (Coetzee and De Villiers, 2010). Thus, the importance of minimizing stress in the workplace is emphasized in order to encourage more engagement from the employees. ...
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... One would be made to believe that getting absorbed on tasks may be an indication of job stress. However, studies (Iqbal et al., 2012;Oksanen, 2019) have reported a negative and significant relationship between job stress work-life imbalance and employee engagement. The study found vigour as the least work engagement dimension in relation to turnover intention. ...
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... However, evidence suggests that only 40% of employees were strongly engaged (Towers Watson, 2014). WE is thus still accepted as a very important issue by researchers and business people (Iqbal et al., 2012). So, it is of great importance to investigate the processes through which WE can be boosted. ...
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... Berdasarkan pengertian dari Arnold, dkk., (2010), stres kerja adalah suatu emosi negatif yang didapat dari interaksi dengan orang lain, lingkungan tempat ia bekerja dan juga karena tekanan kerja. Selain itu juga lingkungan kerja yang kompetitif menambah beban pada karyawan yang target kerja semakin tinggi (Iqbal, Khan, & Iqbal, 2012). Stres kerja dianggap sebagai masalah utama dalam keselamatan kerja dan aspek kesehatan terutama kesejahteraan di organisasi (Ikonne, 2015). ...
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... This study further reveals that the higher the level of job stressors, the lower the level of job engagement. Earlier studies have shown that there is significant and negative relationship between employee engagement and job stress (Iqbal et al. 2012). Many researchers studied the effect of job stress on the above mentioned related constructs (Jamal, 1984;Rose, 2003;Coetzee & de Villiers, 2010). ...
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... However, employee work engagement is still a challenge for many business organizations worldwide (Iqbal et al., 2012). According to Attridge (2009), only 14% of employees around the world are fully engaged in their jobs. ...
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Conference Paper
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Job Demands-Resources Model) ‫ﺒﻤﺨﺭﺠـﺎﺕ‬ ‫ﻟﻠﺘﻨﺒـﺅ‬ ‫ﻭﺍﺴﺘﺨﺩﺍﻤﻪ‬ ‫ﺍﻟﺘﻌﻠﻴﻤﻴﺔ‬ ‫ﺍﻟﻤﺅﺴﺴﺎﺕ‬ ‫ﻓﻲ‬ ‫ﺍﻟﻌﻤل‬. ‫ﺘﻡ‬ ‫ﻭﻗﺩ‬ ‫ﻤﻥ‬ ‫ﻋﻴﻨﺔ‬ ‫ﺍﺨﺘﻴﺎﺭ‬ ‫ﺃﻋﻀﺎﺀ‬ ‫ﻭ‬ ‫ﺍﻟﻤﺜﻨﻰ‬ ‫ﺠﺎﻤﻌﺔ‬ ‫ﻜﻠﻴﺎﺕ‬ ‫ﻓﻲ‬ ‫ﺍﻟﺘﺩﺭﻴﺴﻴﺔ‬ ‫ﺍﻟﻬﻴﺌﺔ‬ ‫ﺒﻠ‬ ‫ﹰ‬ ‫ﻓﻌﻠﻴﺎ‬ ‫ﺍﻟﻤﺸﺎﺭﻜﻴﻥ‬ ‫ﻎ‬ ‫ﺒﺎﻟﺩﺭﺍﺴﺔ‬ (112) ‫ﻓﺭﺩ‬. ‫ﻓﻲ‬ ‫ﺍﻻﺴﺘﺒﺎﻨﺔ‬ ‫ﺃﺴﺘﺨﺩﻤﺕ‬ ‫ﻭﻗﺩ‬ ‫ﻗﻴﺎﺱ‬ ‫ﻗﻴـﺎﺱ‬ ‫ﻭﻜـﺫﻟﻙ‬ ‫ﻭﻤﻭﺍﺭﺩﻫـﺎ‬ ‫ﺍﻟﻭﻅﻴﻔﺔ‬ ‫ﻤﻁﺎﻟﺏ‬ ‫ﺍﻟﻌﻤل‬ ‫ﻤﺨﺭﺠﺎﺕ‬. ‫ﺘﺤﻠﻴﻠﻬﺎ‬ ‫ﻋﻠﻰ‬ ‫ﻭﺍﻟﻌﻤل‬ ‫ﺍﻟﺒﻴﺎﻨﺎﺕ‬ ‫ﺘﺠﻤﻴﻊ‬ ‫ﺘﻡ‬ ‫ﻭﻗﺩ‬ ‫ﺒﺭﻨـﺎﻤ‬ ‫ﺍﺴﺘﺨﺩﺍﻡ‬ ‫ﺨﻼل‬ ‫ﻤﻥ‬ ‫ﺞ‬ (AMOS). ‫ﺍﻟﺩﺭﺍﺴﺔ‬ ‫ﺘﻭﺼﻠﺕ‬ ‫ﻭﻗﺩ‬ ‫ﺍﻟﻰ‬ ‫ﻤﻥ‬ ‫ﻜﺎﻥ‬ ‫ﺍﻟﻨﺘﺎﺌﺞ‬ ‫ﻤﻥ‬ ‫ﻤﺠﻤﻭﻋﺔ‬ ‫ﺃﻫﻤﻬﺎ‬ ‫ﻤﻬﻡ‬ ‫ﺩﻭﺭ‬ ‫ﻭﺠﻭﺩ‬ ‫ﻟ‬ ‫ﻓـﻲ‬ ‫ﺍﻟﻭﻅﻴﻔﻴـﺔ‬ ‫ﻠﻤﻭﺍﺭﺩ‬ ‫ﺍﻟﻌﻤل‬ ‫ﻤﺨﺭﺠﺎﺕ‬ ‫ﺘﻌﺯﻴﺯ‬ ‫ﻓﻲ‬ ‫ﻭﺩﻭﺭﻫﺎ‬ ‫ﺍﻟﻌﻤل‬ ‫ﻟﻤﻁﺎﻟﺏ‬ ‫ﺍﻟﺴﻠﺒﻴﺔ‬ ‫ﺍﻟﺘﺄﺜﻴﺭﺍﺕ‬ ‫ﺘﻘﻠﻴل‬. ‫ﺍﻟﻨﺘـﺎﺌﺞ‬ ‫ﻫـﺫﻩ‬ ‫ﻀﻭﺀ‬ ‫ﻭﻓﻲ‬ ‫ﺍﻟﻬﺎﺩﻓﺔ‬ ‫ﻭﺍﻟﺘﻭﺼﻴﺎﺕ‬ ‫ﺍﻻﺴﺘﻨﺘﺎﺠﺎﺕ‬ ‫ﻤﻥ‬ ‫ﺠﻤﻠﺔ‬ ‫ﺼﻴﻐﺕ‬. Abstract The present study aims to provide theoretical and empirical framework about testing Job demands-resources model at educational institutions and using it for predicting work outcomes. The data collected from sample consist (112) faculties at Muthanna University by using a questionnaire. The data were analyzed by using AMOS (V. 21). The study accessed to set of conclusions was from its important that job resources have significant role in reducing the negative effects of job demands and enhancing work outcomes. According to these conclusions, the set of recommendations were formulated.
Chapter
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Modern organizations are moving towards more sustainable models by utilizing the power of employees to attain their objectives. Organizations are engaging their employees in various activities to ensure their level of commitment towards employers. Positive employee engagement has been linked to a growth in terms of organizational performance, financial benefits, and reduced attrition. The purpose of this chapter is to understand the concept of employee engagement in today's competitive market and to know about the various engagement practices adopted by the global leaders. This study is an attempt to address this need by giving a brief insight into the evolution of employee engagement as an academic discipline, the broad approaches adopted to characterize employee engagement, and the resultants dimensions identified through the studies. The authors also attempt to provide an insight into industrial attempts to execute employee engagement initiatives through brief cases.
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