Authentic leadership, trust, and employees' work engagement: a comparative study of Islamic and conventional banks in Malaysia

Ahamed, Forbis; Hassan, Arif; Hashim, Junaidah

doi:10.1504/jgba.2013.053568

Cited by 9 publications

(9 citation statements)

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“…As outlined in the literature review, many authors support the idea that workplace trust and work engagement are related (Chughtai & Buckley, 2008;Engelbrecht et al, 2014;Ferrin & Dirks, 2004;Hassan & Ahmed, 2011;Men, 2015;Mone & London, 2010;Ugwu et al, 2014). In the current study, a statistically significant correlation (large effect) was found between workplace trust and work engagement.…”

Section: The Relationship Between Workplace Trust and Work Engagementmentioning

confidence: 93%

The influence of organisational rewards on workplace trust and work engagement

Victor

Hoole

2017

SA j. hum. resour. manag.

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Orientation: In volatile and competitive business environments, organisations are faced with challenges to retain talented workers. Employees are increasingly leaving their jobs for a number of reasons, one of them being a perceived lack of adequate reward practices. Consequently, this has impacted on employee work engagement and confidence and trust in organisations.Research purpose: The study sought to determine whether there is a relationship between rewards, trust and engagement, as well as whether rewards are able to predict trust and engagement in the South African workplace.Motivation for the study: Organisations can no longer solely rely on extrinsic rewards to retain talent. Companies must draw on both extrinsic and intrinsic reward strategies to improve retention levels through endorsing higher levels of workplace trust and work engagement levels.Research design, approach and method: A quantitative, exploratory and cross-sectional research design was utilised. Non-probability sampling using questionnaires consisting of scales from the Job Satisfaction Survey, Intrinsic Motivation Inventory, Psychological Meaningfulness Scale, Basic Needs at Work Scale, Workplace Trust Survey and Utrecht Work Engagement Scale were administered to a sample (N = 251) of South African employees in various industries within the Gauteng region.Main findings: Results indicated that there is a moderate-to-strong positive relationship between the three constructs, and that rewards are able to predict trust and engagement.Practical and managerial implications: The findings provide insight for behavioural practitioners to potentially draw upon when improving talent management strategies. Both extrinsic and intrinsic rewards are important factors in keeping employees engaged and ultimately retaining them.Contribution: The study provided insight into the influence that organisational rewards may have on workplace trust, work engagement and retaining employees. Findings contribute towards improving talent management strategies.

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Section: The Relationship Between Workplace Trust and Work Engagementmentioning

confidence: 93%

The influence of organisational rewards on workplace trust and work engagement

Victor

Hoole

2017

SA j. hum. resour. manag.

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“…Although, the emergence of Gen Y into the workforce may pose challenges for HR managers; but if effectively engaged and developed will reap rich dividends for organisations. The engaged and competent workforce is not only the source of competitive advantage but also leads to improved satisfaction, performance and retention rates, customer satisfaction, productivity and profitability (Ahamed et al, 2013;Macey and Schneider, 2008).…”

Section: Discussionmentioning

confidence: 99%

Mentoring, social media, and Gen Y employees' intention to stay: towards a conceptual model

Naim

Lenka

2017

IJBSR

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Abstract:In the present competitive business environment, organisations are far more focusing on their employees. The workforce is undergoing tremendous transformation characterised by the influx of Gen Y employees, making them the significant segment of the workforce. However, they are inherently different in attitude and work ethics from their predecessors, and have a strong tendency to switch jobs frequently. Thus, it is imperative to effectively retain this generation for organisational sustainability. Therefore, this study aims to explore certain human resource interventions for the retention of Gen Y employees. Furthermore, consistent with the extant literature, this study presents a conceptual model integrating mentoring and social media to retain Gen Y employees. The conceptual model is significant for scholars as well as professionals. It provides useful insights to assist management in bolstering the retention rates among Gen Y employees. Future avenues of research are also recommended thereafter.

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“…The job demands‐resources model (JD‐R) (Bakker & Demerouti, ), derived from the lens of conservation of resource (COR) theory (Hobfell, 1989), revealed that resources, either work‐related or personal resources, are a key ingredient in encouraging and developing work engagement among employees. Work‐related resources include leadership, social support, autonomy, and job control (Ahamed & Hassan, ; Ahamed, Hassan, & Hashim, ; Bae, Song, Park, & Kim, ; Biggs, Brough, & Barbour, ; De Clercq, Bouckenooghe, Raja, & Matsyborska, ; Fujimoto, Ferdous, Sekiguchi, & Sugianto, ; Othman & Nasurdin, ; Poon, ; Schmitt, Den Hartog, & Belschak, ; Van Wingerden et al, ). Personal resources comprise psychological capital, self‐efficacy, hope, self‐esteem, and emotional intelligence (Boamah & Laschinger, ; Consiglio, Borgogni, Di Tecco, & Schaufeli, ; Karatepe, ; Mauno, Kinnunen, & Ruokolainen, ; Van Wingerden et al, ; Xanthopoulou, Bakker, Demerouti, & Schaufeli, , 2009; Zhu, Liu, Guo, Zhao, & Lou, ).…”

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confidence: 99%

Colleague Support and Role Clarity in Promoting the Work Engagement of Frontliners in Malaysian Hotels

Choo¹

2017

Perf Improvement Qrtly

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This study investigates the role of two specific forms of job‐based resource, colleague support and role clarity, in enhancing work engagement. Survey data collected from 166 frontline staff across 19 hotels located in Malaysia's Klang Valley were analyzed using the partial least squares approach. The results revealed surprising findings. In contrast with previous results, colleague support was shown to have a nonsignificant relationship with work engagement. In addition, the analysis demonstrated that role clarity enhances work engagement.

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Authentic leadership, trust, and employees' work engagement: a comparative study of Islamic and conventional banks in Malaysia

Cited by 9 publications

References 0 publications

The influence of organisational rewards on workplace trust and work engagement

The influence of organisational rewards on workplace trust and work engagement

Mentoring, social media, and Gen Y employees' intention to stay: towards a conceptual model

Colleague Support and Role Clarity in Promoting the Work Engagement of Frontliners in Malaysian Hotels

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