Do Core Self-Evaluations Mediate the Effect of Coworker Support on Work Engagement? A Study of Hotel Employees in Iran

Drivers of work engagement: An examination of core self-evaluations and psychological climate among hotel employees

“…The determinants of employee engagement identified to date are restricted to job characteristics, rewards and recognition, supervisor support, and organizational justice (Hackman and Oldham, 1980;Hakanen et al, 2006;Saks, 2006), and therefore knowing what best predicts employee engagement remains elusive. Second, although recent academic studies have begun to address predictors and mediators of employee engagement in the hospitality context (e.g., Karatepe, 2013;Karatepe and Demir, 2014;Karatepe et al, 2010;Karatepe and Olugbade, 2009), the effect of individual level resources and organizational work environment on employee engagement have been relatively neglected (Rich et al, 2010). Prior conceptual and empirical studies have argued that personal predispositions to self or organizational practice are also important determinants of how employees adapt to their work and work environments (e.g., Hobfoll, 1989;Judge et al, 1997;Karatepe and Demir, 2014;Schaufeli and Salanova, 2008).…”

“…Research indicates that these two concepts are positively associated with employee engagement. For example, employees with positive CSEs feel energetic and enthusiastic about their work (Karatepe et al, 2010). Also, positive PSC motivates employees to enhance their willingness to dedicate themselves to their work (Meijman and Mulder, 1998).…”

“…Simultaneously, given that the hospitality industry's relatively unfavorable work conditions, including long working hours and unstable shift work, working on weekends and holidays, low wages, and lack of employment stability, may negatively affect employee perceptions of their jobs (Pienaar and Willemse, 2008), the work environment itself may have substantial impact on job involvement, performance, and engagement, depending on how employees perceive and interpret the work environment in relation to their own well-being. Nevertheless, how CSE and PSC affect employee engagement is far less researched, and by implication, less well understood in the hospitality industry (Karatepe and Olugbade, 2009;Kim et al, 2009a,b;Karatepe et al, 2010). According to Simpson's (2009) review of literature on engagement at work, only two of the 32 scholarly articles about antecedents of work engagement were based on hospitality research.…”

Job Resources, Work Engagement, and Hotel Employee Outcomes: A Time-Lagged Analysis

“…Second, there are a number of empirical studies about WE based on data derived from the developed Western countries such as the country-regionNetherlands (e.g., Bakker and Bal, 2010;Schaufeli and Bakker, 2004), country-regionFinland (e.g., Hakanen et al, 2006), country-regionCanada (e.g., Saks, 2006), and placecountry-regionSpain (e.g., Salanova et al, 2005). However, there is a dearth of empirical research regarding WE using data collected from the developing non-Western countries (Chung and Angeline, 2010;Karatepe et al, 2010), especially in the African continent (Karatepe and Olugbade, 2009;Karatepe, 2011). Research indeed reveals that there is an underrepresentation of the African research data in the services marketing literature (Svensson et al, 2008).…”

A conceptual model of job burnout and work social support

“…Prior research has asserted that coworker support reduces strain experienced in the job (Beehr, Farmer, Glazer, Gudanowski, & Nair, 2003;Beehr, Jex, Stacy, & Murray, 2000) Support from coworker enhances job satisfaction and reduce turnover intentions (Alexander, Lichtenstein, Oh, & Ullman, 1998;Dysvik & Kuvaas, 2013;Griffeth, Hom & Gaertner, 2000;Lichtenstein, Alexander, McCarthy & Wells, 2004;Ng & Sorensen, 2008) and having positive relations with coworkers enhance employee well-being (Ducharme, Knudsen, & Roman, 2007). Further researchers have found out that coworker support is positively associated with job involvement, work engagement, job performance and organizational commitment (Bakker & Demerouti, 2007;Rich, LePine, & Crawford, 2010;Chiaburu & Harrison, 2008;Karatepe, Keshavarz, & Nejati, 2010). It was identified that occurrence of harmful work events due to high job demands can be reduced through coworker support (Turner, Chmiel, Hershcovis, & Walls, 2010).…”