The Problem The high rate of disengagement among the workforce affects the overall functioning of the organizations as disengaged employees are not only dissatisfied but can also spread negativity among their fellows. Therefore, there is an emerging need to ascertain how organizations can contribute in reducing such disengagement. The Solution Findings from this study suggests that an organizational environment of respect, trust, forgiveness, and care and concern can solve the problem of disengagement. Such an environment requires management support in creating a culture that recognizes the role of empathy in boosting positive emotions and reducing employees’ negativity. The Stakeholders Human resource development practitioners, researchers, scholars, managers, and others who are interested in pursuing research in this area.

Employee engagement is crucial to an organization’s growth. The current study investigates the link between job autonomy, employee voice, and employee engagement among employees working in the Indian service sector industry using the job demands–resources model. It also considers the significance of employee voice as a mediating construct between job autonomy and employee engagement relationship. A structured equation modelling technique was applied to check the model on 180 employees working in the Indian service sector. Results indicate that employee voice partially mediates the relationship between job autonomy and employee engagement. Indeed, this study contributes to the field of theory, by researching and establishing the relationship between job autonomy and employee engagement, along with the mediating effects of employee voice between them. Furthermore, this article will give practitioners a comprehensive understanding of the significance of job autonomy and employee voice in increasing the engagement level of employees. Present study findings also show HR practitioners and managers, how offering autonomy and establishing opportunities for people to speak their opinions in the company can improve an organization’s effectiveness.

The rising psychological pressure among the knowledge workers mandates to focus on the ways crucial for improving their overall well-being and engagement. Thus, the study intends to examine whether the mindful behavior (an individual characteristic) possessed by them can prove beneficial in influencing their well-being and engagement level or not. Alongside, this research investigates the mediating role of well-being in the mindfulness and work engagement relationship, to understand the pathway via which knowledge workers’ mindful nature contributes in increasing their work engagement. It is worth noting that even though several studies have empirically tested the relationship between mindfulness and work engagement. However, the aforesaid relationship has not been scrutinized concerning knowledge workers. Moreover, the mediating mechanism between these two constructs via well-being has not yet been checked on the knowledge worker’s group. The cross-sectional study has been conducted on 284 knowledge workers in India, and the data analysis has been done using Jamovi (version 1.8.4.0) and SPSS (version 20) software by subsuming the confirmatory factor and regression analysis techniques. The findings of the study indicated that mindfulness helps in augmenting employees’ work engagement both directly and indirectly via well-being. Therefore, managers of knowledge-intensive organizations can rely on making their workforce more mindful by interacting with them to get in-depth insight regarding the factors affecting their mindfulness. It will subsequently be advantageous for the entire organization and helps in establishing a positive environment in the workplace.

Recent market congestion and intense competition elevated the need for the organizations to engage their workforce to foster their loyalty. And, to achieve this objective, proactive personality of an employee characterized by ability to voice and ability to take initiative can prove fruitful in stimulating the engagement level. Based on the premise, this study aims to examine the relationship between proactive personality and employee engagement. Also, it intends to find novel progress in this area by investigating the mediating role of employee voice between proactive personality and employee engagement. For this, data were collected from 220 Indian service sector employees, which were then analysed using the SPSS (Version 20) and the Jamovi (Version 1.8.4.0) software. Particularly, the analysis comprised confirmatory factor analysis, followed by multiple regression and mediation analysis. The results revealed that proactive personality and employee engagement were significantly related, with employee voice partially mediating this relationship. These findings imply that as proactive employees are more like to raise their voice and provide valuable suggestions and ideas, and such proactive nature of theirs ultimately helps in augmenting their engagement towards their work.