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xIlkogretim Online - Elementary Education Online,2021; Vol 20 (Issue 5): pp.3533-3541
http://ilkogretim-online.org
doi: 10.17051/ilkonline.2021.05.388
3533| Faisal Khan Does Job Engagement Mediate the Relationship between Job Demands and Organizational
Commitment of Academicians at Institutions of Higher Education Commission in Pakistan?
Does Job Engagement Mediate the Relationship between Job
Demands and Organizational Commitment of Academicians at
Institutions of Higher Education Commission in Pakistan?
Dr. Faisal Khan, Assistant Professor, Department of Management Sciences, University of Swabi, Pakistan,
faisalkhanutm@yahoo.com
Dr Tahseen Zahra, Assistant Professor, Department of English, Air University, Islamabad, Pakistan
Dr Hazrat Bilal, Assistant Professor, Center for Management and Commerce, University of Swat, Pakistan
Muhammad Sufyan, Assistant Professor, Department of Management Sciences, University of Swabi, Pakistan.
Dr Arab Naz, Professor, Department of Sociology, University of Malakand, Pakistan
Abstract- Every individual is exposed to different types of demands in the working environment. The demands may be
either from the employees or administration of the organization. Conflict of interest and workload also affect the
performance of the employees. In current study, the researchers aimed to investigate the importance of job demands and
the strengths of the employees, i.e. job engagement of the faculty members and organizational commitments. The data
was collected in 2017, contains 212 employees from Higher Education Institutions of Malakand Division Khyber
Pakhtunkhwa (KP). Job engagement has been measured on the basis of the Utrecht Work Engagement Scale (UWES)
(Schaufeli, Salanova et al. 2002).The findings suggest that demands have a negative effect on the job engagement and
organizational commitment, while a positive effect between job engagement and organizational commitment.
Furthermore, job engagement plays a full mediation between job demand and organizational commitment.
Keywords: Job Demands; Job Engagement; Organizational Commitment; Utrecht Work Engagement Scale
I. INTRODUCTION
Education plays a critical role in this emerging age of science and technology. Nations around the world
emphasize the development of the educational system to uplift their social, economic and political lives. The
world has experienced changes in the shape of globalization, technological expansion, resource constraints,
political and religious conflicts. As a result, the workplace has been complicated and diverse due to the
demands of ever-changing competitive working life. Academicians are experiencing the physical and
emotional problem that inhibits their work performance and commitment (Khan, Rasli et al. 2020).
In the current situation, every individual is exposed to different types of demands in the working
environment. The demands are either from employees, administration, conflict of interest, workload, or any
others. In the same, it is clear from the literature that among all the professions, teaching is one of the
stressful occupations (Travers and Cooper 1996; Khan, Yusoff et al. 2014). In 1991, Farber (1991) concluded
that 20% of the academicians in the US are burnout due to different high demands in the working place.
Similarly, the study demonstrated that academicians have a high level of exhaustion and disengagement
(Schaufeli and Leiter 1996; Schaufeli and Enzmann 1998; Khan, Khan et al. 2018). From the above discussion,
it has been concluded that negative aspects of teaching are more dominated in the recent changes in
technological expansion and political interest in the teaching profession.
The Job Demands-Resources (JD-R) Theory has the combination of two processes that is energetic and a
motivational process. It further creates a holistic model that may predict exhaustion and engagement. Given
the differential impact of job demands, such a model is particularly suited to examine the multidimensional
effects of demands on job engagement. Therefore, the researchers use the Job demands Resources theory
(Bakker and Demerouti 2014; Bakker and Demerouti 2017; Khan., Khan et al. 2017) for his study to
investigate the levels of demands, job engagement, and organizational commitment. Job Demands–Resources
3534| Faisal Khan Does Job Engagement Mediate the Relationship between Job Demands and Organizational
Commitment of Academicians at Institutions of Higher Education Commission in Pakistan?
theory will not only be used to include academicians' burnout and the associated process of energy-draining
but also teacher engagement.
According to Pakistan economic survey for the years 2010-11, reported that 3.05 million of the labour force is
unemployed, with a rate of 6.5%. Pakistan is on the border of poverty, with 43% of people. For the last two
decades, the process of privatization occurs due to a decline in the investment of different sectors, the war on
terror and the economic situation. Ideally, people are trying to elaborate on new employment and established
self-employment in small and medium enterprises. Therefore, we selected Pakistan for the current study
because Pakistan is one of the under research countries among the 12 developing countries in Asia (Aycan,
Kanungo et al. 2000; Khan, Khan et al. 2017).
Furthermore, the research study is restricted to the affected division in KP, i.e., Malakand, which is further
divided administratively into six districts (Yusoff and Khan 2013). Therefore, the selected sites of data
collection are three comprehensive universities of Pakistan located in the province of Malakand KP, where
academicians of the three universities have taken as the sample of the study.
The purpose of the current research has to analyse the effect of the independent (job demands) and
dependent (job engagement) variables and organizational commitment. Moreover, the study has also
investigated the mediating effect of job engagement between demands and organizational commitment. On
the other hand, engagement, demands and commitment have rarely focused in the context of Pakistan,
particularly within universities of Malakand division, KP, Pakistan. Moreover, the current research will be
significant in Pakistani perspectives because the environment of Pakistan, especially the Malakand division, is
unstable due to security problems, energy crisis and terrorism. JD-R model shall use in this regard through
cross-sectional analysis. The findings of the research will be beneficial to the researchers, individual
academicians, administrators in the universities and policymakers for uplifting the overall standard of Higher
Education (HE) in the targeted area. In contrast, policymakers will take the necessary actions to protect
universities from the destructive effect of job burnout.
The findings of the research are expected to add to the body of knowledge regarding engagement,
commitment and job demands in developing countries in general and in especially Pakistan. In the past, the
majority of the studies have conducted on job demands and job engagement in developed countries like the
United Kingdom, Netherlands, Australia (Winefield, Gillespie et al. 2003; Hakanen, Bakker et al. 2006;
Winefield, Boyd et al. 2008; Khan, Rasli et al. 2014; Ventura, Salanova et al. 2014). Nonetheless, work on the
current aspects in developing countries such as Pakistan is scanty.
The results of the research will be of vital importance to the researchers, students and academicians and
policymakers. Furthermore, the findings of the research have been expected to serve as a guideline for future
studies in examining the factors to job engagement and organizational commitment. The results will be of
practical importance for the higher education institutions in Pakistan and elsewhere in the world.
Research Objectives
Based on the review of the existing literature, the research study will cover the following objectives:
1. To examine the effect of job demands on organizational commitment and job engagement
among the academicians in universities of the Malakand division.
2. To investigate the mediating effect of job engagement on the relationship between job
demands and organizational commitment among the academicians in universities of the Malakand
division.
II. LITERATURE REVIEW
Job demands get importance in stress literature in the 1970s. Job demands have been considered multifold.
Job demands are a series of complex factors. In short, job demands have no single definition which could be
3535| Faisal Khan Does Job Engagement Mediate the Relationship between Job Demands and Organizational
Commitment of Academicians at Institutions of Higher Education Commission in Pakistan?
assigned. Several researchers have explained demands in different ways, depending on the environment and
situation where it is needed. Job demands, as defined by Sargent and Terry (1998) “is the amount of work
required from the employee, the extent to which he or she has to work under time pressure, and the degree to
which the employee has expected to complete conflicting job demands” (p. 219). Therefore, the research
gives preference to the JDR model to further identify the relationship between the demands, engagement and
organizational commitment among the employees of universities in Malakand Division KPK Pakistan (Bakker,
Demerouti et al. 2003).
According to authors Schaufeli, Salanova, Gonza’lez-Roma and Bakker, (2002), job engagement is a positive,
fulfilling, and work-related state of mind. Furthermore, it has characterized by three different sub-dimensions
called vigor, dedication, and absorption. Vigor is defined as high levels of energy and mental resilience while
working, the willingness to invest effort in their work, and persistence in the face of difficulties. Dedication is
defined as a sense of significance, enthusiasm, inspiration, pride and challenge. At the same time, the third
sub-dimension of work engagement is known as absorption, and defined as being fully concentrated and
happily engrossed in one’s work, whereby time passes quickly and one has difficulties with detaching oneself
from work. Vigor and dedication are the main dimensions of job engagement (González-Romá, Schaufeli et al.
2006). In contrast, studies also showed that vigor and dedication are the different dimensions of burnout
dimension emotional exhaustion and disengagement (Benders, Bleijerveld et al. 2017).
Job demands result in both stress and burnout, Karasek (1979) developed a model as known as the Job
Demands Control (JDC) model (Demerouti, Bakker et al. 2001). In contrast, the JDC model was criticized due
to its simplicity because the nature of the organizations was more complicated. Similarly, Karasek (1979) had
admitted that “In future research, it would be desirable to distinguish among the effects of numerous
different facets of decision latitude, that is, concerning the skill, task management, time pace and
organizational policy effects”(p-290) (Bakker. and Demerouti. 2007; Khan., Yusoff et al. 2014). Therefore,
Janssen et al. (2001) and Schaufeli and Taris (2004) added social support to the model.
According to extension in the JDC model, a new model has developed for burnout, especially emotional
exhaustion and disengagement (Demerouti, Bakker et al. 2001). This model was further extended by
Schaufeli and Bakker (2004) and include new variable engagement. The theory underlying both the models
that are JD-R and JDC model adopt that burnout among the employees would occur with having a low level of
resources and a high level of job demands (Rothmann. and Joubert. 2007). Furthermore, the JDR model
provides a comprehensive work for both the variables burnout and engagement. From previous studies, it
has concluded that every organization has its own goals and factor which affect the organization. For further
explanation of the model, the JDR model has divided into two main parts demand and resources. In contrast,
demands have a positive relationship with burnout and a negative correlation with engagement, while funds
have a positive relationship with engagement and an antagonistic relationship with burnout.
Further extension in the JD-R model, two main processes were introduced; the first is known as the health
impairment process or energy process and the second is known as the motivational process. Job demands act
as a health impairment process in which high demands meet with the reduction of physical and emotional
resources and turn out into exhaustion (Demerouti, Bakker et al. 2001; Bakker. and Demerouti. 2007).
Another part is job resources are motivational that motivate employees for development and learning
(Bakker, Demerouti et al. 2003; Bakker and Demerouti 2007). Moreover, the model predicts four different
interaction patterns. First, burnout occurs when resources are low and demands are high, second; employees
have positive engagement when resources and demands both are high. Thirdly, when both resources and
demands are low among employees, the incidence of disinterestedness occurs, and last but not least,
boredom occurs when resources are high, or the demands are low (Bakker and Demerouti 2007). Thus, the
JD-R model suggests that job demands have a positive relationship with exhaustion, and job resources have a
negative association with work engagement (Demerouti, Bakker et al. 2001; Khan., Rasli et al. 2014).
From previous studies, in the health process of the JDR model, it has been concluded that job demands have a
positive relationship with job burnout, which means that as the level of job demands increases, the level of
job burnout will increase. On the other side, in the motivational process at the JDR model, it has been
3536| Faisal Khan Does Job Engagement Mediate the Relationship between Job Demands and Organizational
Commitment of Academicians at Institutions of Higher Education Commission in Pakistan?
observed that as the level of burnout increases, the level of job engagement is decreases and vice versa.
Therefore, the current study formulated the hypotheses on the effect between job demands, job engagement,
and organizational commitment.
Hypothesis 1. Job demands have a negative effect on job engagement.
Hypothesis 2. Job engagement has positive effects on organizational commitment.
Hypothesis 3. Job demands have a negative effect on organizational commitment.
Hypothesis 4. Job engagement mediates between job demands and organizational commitment.
III. RESEARCH METHODOLOGY
The research methodology has been used to answer the research questions with appropriate measures. In the
social sciences, several other methods of research are used on the current problem condition and their
situations. In simple words, the methodology of the research study depends on the nature of the questions.
Further, there are three primary methods, qualitative, quantitative, and mixed-mode (Donald and Schindler
2010; Khan, Khan et al. 2017).
The research study has used a quantitative approach. We used a cross-sectional study design. We collected
the data through an adapted questionnaire. We administered questionnaires among academicians in the
public sector universities of Malakand division KP Pakistan.
Academicians of the universities of KP Pakistan were the participants of this research. We selected the
University of Malakand, Shaheed Benazir Bhutto University Sheringal and the University of Swat for data
collection. 653 academicians were contacted from these universities. The sampling has been done through
simple random sampling on the basis of Krejcie and Morgan's suggestions (Krejcie and Morgan 1970; Hair
2006; Bryman and Bell 2011). 212 participants were selected through simple random sampling as every
participant has equal chances to be selected. Out of the entire distributed questionnaire, 202 participants
completed the questionnaires and 10 participants returned incomplete questionnaires. Hence, we did not
consider incomplete questionnaires. The response rate of the questionnaire was satisfactory, which was
sufficient for final data analysis.
3.1 Data Collections Tools
In the current research, engagement has been measured on the basis of the Utrecht Work Engagement Scale
(UWES) (Schaufeli, Salanova et al. 2002), which contains the items of two core dimensions of job engagement.
The validity of the UWES has been tested in previous studies among different countries (Schaufeli, Salanova
et al. 2002; Hakanen, Bakker et al. 2006). Vigor will measure with six items and dedication had measured on
five items. Cronbach’s of job engagement are .80 and .86.
Job Demand has been measured based on two main dimensions that as workload and role demand.
Furthermore, the workload has been measured based on twelve items, while Rizzo et al. (1970) and Khan et
al, (2019), eight items will measure role demands.
Organizational commitment has been measured on the basis of three different dimensions that as normative,
continuous and affective commitment. In the current research, the organization commitment has been
measured on 18 items from Meyer et al. (1993), where the instrument was also used in different studies and
reported their reliability is 0.78 (Khan et al. 2014)(Khan., Khan et al. 2017).
IV. RESULTS & DISCUSSIONS
In the current study, the data has been collected from the employees of the selected universities of Malakand
division KP Pakistan. Table 1 shows the demographic details of the study. Moreover, the table shows that
most of the respondents were married. In the same way, reported that high level as compared to single
3537| Faisal Khan Does Job Engagement Mediate the Relationship between Job Demands and Organizational
Commitment of Academicians at Institutions of Higher Education Commission in Pakistan?
53.8%, experience-wise, 31% were having an experience of more than ten years, 30%, 21.1%, and 18.3%
were the experience of from 6-9, 1-5 and less than 1 years. Regarding the age in the current study, most of
them are above 40, having a percentage of 47.4%.
Table 1. Response Rate
Characteristics
Number of the Respondents (n)
Percentage
Marital Status
Single
98
48.5
Married
104
51.5
Gender
Male
143
71
Female
59
29
Experience
More then 10
30
14.9
From 6 to 9
70
34.6
From 1 to 5
45
22.3
Less than 1 year
57
28.2
Age
Above 40
30
14.9
30-39
70
34.6
21- 25
57
28.2
Less than 25
45
22.3
The primary purpose of the study was to investigate the relationship and effect of demands, engagement and
commitment among faculty members of universities in Malakand division KP Pakistan.
From Table 2, it is clear that there is a negative relationship between demands with engagement and
commitment while a positive relationship between engagement and commitment. On the same side, the effect
was calculated on the basis of the regression analysis, as shown in Table 3. The dependent variable was job
engagement and the independent variable was job demands. Furthermore, the table indicates that job
demands have a negative relationship with job engagement among academicians.
Job demands with beta value 0.76 showed a positive value, whereas adjusted R square and F=34.11 at
significant P<0.01. Furthermore, table 3 shows job engagement and commitment have a positive relationship.
The beta values are 0.65 and the adjusted R square is 0.452 and F=38.01 at significant P<0.01.
*Significant at p<0.01
Table 2 Correlation analysis
Demand
engagement
Organizational commitment
Demands
1
Engagement
-.786*
1
Organizational commitment
-.987*
.789*
1
3538| Faisal Khan Does Job Engagement Mediate the Relationship between Job Demands and Organizational
Commitment of Academicians at Institutions of Higher Education Commission in Pakistan?
*Significant at p<0.05; **Significant at p<0.01
Table 4: Mediation Analysis of job engagement between job demands and Organizational Commitment
*Significant at p<0.01
Table 4 shows the mediating effect of job engagement on job demands and organizational commitment. The
mediation has been analysed on the basis of Baron and Kenny's (1986) steps. In the first step, job demands
and organizational commitment have been examined. The results indicated that there is a negative
Table 3: Regression Analysis Results
Job Engagement
Organizational Commitment
Standardized
β
Coefficients
T-test
scores
Standardized β
Coefficients
T-test scores
Job
demands
0.76
0.453*
0.65
1.324*
Adjusted R2
.452
.243
R2 Model
.123
.134
F Model
34.11**
38.01**
Step One Dependent Variable Organizational Commitment
β b
Standard Error
t-value
P-value
Constant
5.123
0.314
24.3
.000
Job Demands
-0.453
0.754
-6.54
.000
R2
0.182
Adjusted R2
0.179
F
52.221*
Step two Dependent Variable job Engagement
β b
Standard Error
t-value
P-value
Constant
8.212
0.541
30.1
.000
Job Demands
-0.564
0.765
-5.65
.000
R2
0.192
Adjusted R2
0.188
F
49.453*
Step three Dependent Variable Organizational Commitment
β b
Standard Error
t-value
P-value
Constant
4.432
0.786
34.1
.000
Job engagement
0.786
0.657
-4.76
.000
R2
0.187
Adjusted R2
0.180
F
45.987*
Step fourth Dependent Variable Organizational Commitment
β b
Standard Error
t-value
P-value
Constant
5.453
0.114
31.0
.000
Job Demands
-0.341
0.321
-5.54
.000
Job engagement
0.478
0.389
32.0
.000
R2
0.154
Adjusted R2
0.164
F
45.431*
3539| Faisal Khan Does Job Engagement Mediate the Relationship between Job Demands and Organizational
Commitment of Academicians at Institutions of Higher Education Commission in Pakistan?
relationship and Job demands to have 18.2 percent variance in organizational commitment significant
(F=52.221, p<.01) and the standardized Beta value was high significance (β = -0.453, p <.01), which satisfied
Baron and Kenny (1986) first condition.
Furthermore, the table shows that Job demands and job engagement were negative and significantly related,
having a 19.2 percent variance in job engagement significant (F = 49.453, p <.01). Furthermore, the
standardized Beta value has found high significance (β = -0.564, p <.01); therefore, it also satisfies the Baron
and Kenny (1986) second step. The relationship between mediator job engagement and organizational
commitment has found positive and describing 18.7 percent variance in organizational commitment (F =
45.987, p <.01), and the standardized Beta value has significant (β = 0.786, p<.01), which satisfied the third
condition of Baron and Kenny (1986) of mediation.
At last, the fourth step of intervention, when job engagement has inducted in job demands and organizational
commitment relationship, the standardized Beta value of job demands became smaller and significant such as
from β = -0.453 (p <.01) to β = -0.341 (p <.01). Therefore, it satisfies the fourth step of Baron and Kenny
(1986), thus describing the fact that job engagement has a full mediating effect on the association between
job demands and organizational commitment. Therefore, the hypothesis is supported.
V. CONCLUSION
Through a vast understanding of the implication of the demands for engagement and commitment, the study
presented an essential conceptual framework, which understands the interconnected workplace. The
research study has empirically proved that there are adverse effects of demands on job engagement and
organizational commitment (Aggarwal, Datta et al. 2007; Yusoff and Khan 2013; Khan., Yusoff et al. 2014).
Burnout and engagement are independently correlated and harming each other. Burnout is the predicator of
demands, while engagement is the predicator of resources (Schaufeli and Bakker, 2004). Furthermore, the
researchers, Bakker et al. (2004) defined demands are related to the psychological, organizational, physical
and social aspects of a job, which need afford to complete the task within the organization (Chen and Chen
2012). On the other side, studies mentioned that unsystematic work distribution of tasks exhausted the
academicians and turned into ill health and decreases the organizational commitment (Demerouti, Bakker et
al. 2001; Bakker, Demerouti et al. 2003; Khan, Rasli et al. 2020).
On the other side, the main objective of the research study determined that engagement mediates between
demands and organizational commitment. As the level of demand increases, it decreases the level of
engagement, which simply means that there is a negative relationship between job demands and engagement.
Moreover, engagement and organizational commitment have a positive effect. Therefore, the study suggested
that engagement plays a full mediation between the study variables.
Every study has certain limitations. The study is limited to the direct and indirect effects; therefore, we
recommended reverse relationships and effects among the variables. Secondly, the study adopted the
cross-sectional design and quantitative method; however longitudinal study can be conducted, which can give
more useful results. Moreover, qualitative research may be conducted to evaluate some more dimensions of
demands and engagements. The study is limited to job demands, engagement, and organizational
commitment; some other variables like ill-health, performance, and depression may also be sort out.
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