Antecedents and Consequences of Employee Engagement- A Hypothetical Approach

Arunkumar, Krishna

doi:10.9790/487x-0935257

Cited by 7 publications

(13 citation statements)

References 14 publications

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“…Training and development, leadership and rewards, internal communication, are considered as key determinants of employee engagement among individuals working in hotel establishments (AL-Syaidh et al, 2016;Darawshehet al, 2016;Zainol et al, 2016;Alkandari et al, 2017). In accordance with Saks (2006) and Arunkumar & Renugadevi (2013): job characteristics, perceived organizational & supervisor support, rewards & recognitions, procedural justices and distributive justices are the key antecedents of improving the level of engagement. High degree of individuals engagement in any company can create several benefits for the two; organizations and individuals like: attract the skilled and talented workforce, foster customer loyalty, enhance organizational profitability and performance, stakeholder value (Arunkumar & Renugadevi, 2013), as well as increasing the level of job satisfaction, organizational attachment and commitment, reduces the intention to resign, and organizational citizenship behavior, because engaged employees don't frequently quit the job (Saks, 2006;Arunkumar & Renugadevi, 2013).…”

Section: Engagement Requirements and Benefitsmentioning

confidence: 99%

“…So, they will be engaged in work actions when there is a fair system in the job (Dajani, 2015) because exchange role usually involves reciprocity or repayment principles, such as the action of one side create and lead to a response by another side (Saks, 2006). For example, when individuals receive economic and social-emotional resources from the organizations they work for, they feel obligated to respond showing the engaged behavior inking of repaying (Arunkumar & Renugadevi, 2013).…”

Section: Social Exchange Theorymentioning

confidence: 99%

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A Review of Literature on the Associations among Employee Empowerment, Work Engagement and Employee Performance

Al-Dmour¹,

Yassine²,

Masa'deh³

2018

MAS

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This paper is concerned with reviewing the concepts of employee empowerment, work engagement, and workforce performance. A historical overview of employee empowerment is addressed at the beginning to provide the reader with an initial understanding of the concept. Then, work engagement and employee performance concepts are reviewed deeply. Also, the links among employee empowerment, work engagement, and employee (workforce) performance are discussed through theoretical and empirical studies. This study will be useful for both academia and practitioners as to fill the gap of the incomplete causal chains among the three concepts.    

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Section: Engagement Requirements and Benefitsmentioning

confidence: 99%

Section: Social Exchange Theorymentioning

confidence: 99%

A Review of Literature on the Associations among Employee Empowerment, Work Engagement and Employee Performance

Al-Dmour¹,

Yassine²,

Masa'deh³

2018

MAS

View full text Add to dashboard Cite

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“…Since Kahn's work, several engagement typologies and definitions have emerged that are often misused in research Shuck & Reio, 2014). Examples of the emergent typologies include employee engagement (Shuck, Adelson, & Reio, 2016), work engagement (Schaufeli, Salanova, González-Romá, & Bakker, 2002), job engagement (Rich, Lepine, & Crawford, 2010) and organizational engagement (Saks, 2006). In this study, engagement refers to employee engagement.…”

Section: Engagementmentioning

confidence: 97%

“…Thus, it seems clear that engagement is a good thing for both employee and employer -a sentiment also shared broadly by Human Resource Development (HRD) scholars (e.g. Alagaraja & Shuck, 2015;Saks, 2006;Seijts & Crim, 2006;Shuck & Reio, 2014).…”

Section: Introductionmentioning

confidence: 96%

“…Employers also benefit positively from engaged employees, thereby making an engaged workforce highly desirable for any organization (Bakker, 2011;Stander, De Beer, & Stander, 2015). For example, research has indicated engaged employees are less likely to leave their employers (Saks, 2006;Shuck, Reio, & Rocco, 2011), and are more likely to help their organizations achieve increased revenue growth . Thus, it seems clear that engagement is a good thing for both employee and employer -a sentiment also shared broadly by Human Resource Development (HRD) scholars (e.g.…”

Section: Introductionmentioning

confidence: 99%

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An examination of the linkages between climate, engagement, and wellbeing in higher education.

Osam¹

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Research coalescing around psychological climate, engagement, and wellbeing has been receiving considerable attention in management and HRD literature recently. However, research associated with these variables has generally been limited to for-profit businesses and organizations with little of note done using higher educational institutions. Thus, this cross sectional research study examined the extent to which psychological climate, engagement, and wellbeing are associated with each other in higher educational institutions. The study begins with an overview of how these variables have been identified as being connected with each other in research and practice, as well as discusses context specific factors in higher education (i.e. changing nature of operations and an increasing emphasis on employee wellbeing) that warrant the need for this study. A sample of 259 people employed by institutions of higher education in the United States was surveyed. Using mediation and moderation analyses, the study showed that psychological climate, engagement, and wellbeing are positively associated with each other, and that engagement mediated the relationship between psychological climate and wellbeing. Additionally, results indicated that employee role in higher education (i.e. vii faculty or staff) did not moderate the relationship between psychological climate and wellbeing. Finally, no significant differences in wellbeing were found between faculty and staff. Implications for HRD theory and research, as well as specific recommendations for leaders and administrators in higher education are discussed.

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Organizational culture as a mediator of credible leadership influence on work engagement: empirical studies in private hospitals in East Java, Indonesia

Srimulyani

Hermanto

2022

Humanit Soc Sci Commun

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The success of health services in hospitals depends on the work engagement of medical and non-medical personnel in providing quality services for patients. Engaged employees will be more proactive, take the initiative to collaborate with others, and are committed to achieving high-quality performance. A leader’s ability in an organization is a major factor in building a work ethic in the organization, instilling values, norms, and ethics through organizational culture into employee work behavior, such as work engagement. Credibility leadership is the practice of leading an organization through a positive culture change. Credible leadership can increase work engagement through an organizational culture emphasized by education and organizational leaders. The study aimed to analyze the influence of leadership credibility and organizational culture on work engagement by sampling medical and non-medical personnel at two private hospitals in Madiun City. The hypothesis was tested using structural equation modeling (SEM) and path analysis. The results of hypothesis testing show that: (1) credible leadership has a significant positive influence on organizational culture; (2) organizational culture has a significant positive influence on work engagement; (3) organizational culture is the perfect mediator of credible leadership influences on work engagement. This study’s results confirm that leaders’ role in shaping a positive organizational culture through good credible leadership practices, while organizational culture can increase employee work engagement.

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Antecedents and Consequences of Employee Engagement- A Hypothetical Approach

Abstract: One of the most important assets that differentiate two organizations is its

Cited by 7 publications

References 14 publications

A Review of Literature on the Associations among Employee Empowerment, Work Engagement and Employee Performance

A Review of Literature on the Associations among Employee Empowerment, Work Engagement and Employee Performance

An examination of the linkages between climate, engagement, and wellbeing in higher education.

Organizational culture as a mediator of credible leadership influence on work engagement: empirical studies in private hospitals in East Java, Indonesia

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