Employee age and the impact on work engagement

Douglas, Stephanie; Roberts, Robin

doi:10.1108/shr-05-2020-0049

Cited by 37 publications

(35 citation statements)

References 10 publications

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“…Previous studies have identified variables associated with work engagement and/or intention to quit. These variables are age [88][89][90], gender [88,90,91], marital status [88,90], and parental status [92]. Moreover, we controlled for the stress related to the COVID-19 pandemic since data were collected during the pandemic and previous studies found that stress was associated with job performance [41].…”

Section: Control Variablesmentioning

confidence: 99%

Teleworking, Work Engagement, and Intention to Quit during the COVID-19 Pandemic: Same Storm, Different Boats?

Parent-Lamarche

2022

IJERPH

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The ability to retain and engage employees is now, more than ever, a major strategic issue for organizations in the context of a pandemic paired with a persistent labor shortage. To this end, teleworking is among the work organization conditions that merit consideration. The purpose of this cross-sectional study is to examine the direct and indirect effects of teleworking on work engagement and intention to quit, as well as the potential moderating effect of organizational and individual characteristics on the relationship between teleworking, work engagement, and intention to quit during the COVID-19 pandemic, based on a sample of 254 Canadian employees from 18 small and medium organizations. To address these objectives, path analyses were conducted. Overall, we found that teleworking, use of emotion, skill utilization, and recognition appear to be key considerations for organizations that wish to increase work engagement and decrease intention to quit, in the context of a pandemic paired with a labor shortage. Our results extend the literature by revealing the pathways through which teleworking, use of emotion, skill utilization, and recognition are linked to work engagement and intention to quit, and by suggesting specific interventions and formation plans that are needed.

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Section: Control Variablesmentioning

confidence: 99%

Teleworking, Work Engagement, and Intention to Quit during the COVID-19 Pandemic: Same Storm, Different Boats?

Parent-Lamarche

2022

IJERPH

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“…Job satisfaction affects work engagement [44]. Further, although age, sex, educational background, marital status, and number of children have not been consistently studied in previous studies [45][46][47], they have been shown to affect work engagement and have been used as control variables.…”

Section: Introductionmentioning

confidence: 99%

Impact of Intrinsic and Extrinsic Motivation on Work Engagement: A Cross-Sectional Study of Nurses Working in Long-Term Care Facilities

Zeng

Takada

Hara

et al. 2022

IJERPH

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Nurses’ work motivation impacts their job satisfaction and work engagement, affecting their quality of care. Work motivation, a personal resource, can be categorized into intrinsic and extrinsic motivation, each of which may function differently in the job demands–resources (JD–R) model. To study the effect of nurses’ intrinsic and extrinsic work motivation on work engagement in long-term care (LTC) facilities, we randomly selected 1200 facilities from 6055 LTC facilities in eastern Japan. Two nurses from each facility completed a self-report questionnaire—newly developed for this study for evaluating intrinsic and extrinsic work motivation—to assess their work engagement, job satisfaction, and work motivation. Multiple regression analysis of 561 valid questionnaires investigated the relationship between work motivation and work engagement, indicating that intrinsic work motivation, job satisfaction, and age had a significant positive effect on work engagement, while extrinsic work motivation had no significant effect. However, half the nurses chose to work because of extrinsic work motivation, explaining the high turnover rate of nursing staff in LTC facilities. Findings indicate the importance of measures to foster nurses’ intrinsic motivation to improve work engagement. Further research should investigate how to improve the intrinsic motivation of nurses working in LTC facilities.

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“…The significant variables were categorized according to (1) year of survey; (2) region of hospital; (3) gender; (4) age group; (5) years of employment; (6) physician status; (7) specialty; and (8) job position. Multivariate analysis using linear regression analysis was performed to identify and adjust for a range of covariates, including the significant variables from Table 1 , which are the factors associated with physician engagement obtained from the literature review, including hospital region, gender, age, years of employment, physician status, and job position [ 26 , 27 , 28 , 29 ]. Missing data were removed to avoid any bias in analyzing the results.…”

Section: Methodsmentioning

confidence: 99%

Physician Engagement before and during the COVID-19 Pandemic in Thailand

Suppapitnarm¹,

Saengpattrachai

2022

Healthcare

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The COVID-19 pandemic has affected not only the quality of care and patient safety but also physician engagement. The aim of this study was to investigate physician engagement before and during the COVID-19 pandemic and to identify the areas to improve regarding physician engagement. An online survey was conducted from April 2019 to September 2020 among the physicians of 44 hospitals under the Bangkok Dusit Medical Services Public Company Limited (BDMS) before and during the COVID-19 pandemic. The results were analyzed using an independent T-test and one-way ANOVA to compare the continuous variables across groups. Multiple linear regression was used to identify and adjust the variables to determine the areas for improvement. Among the 10,746 respondents, physician engagement during the COVID-19 pandemic was significantly higher than in the pre-COVID-19 period (4.12 vs. 4.06, p-value < 0.001). The top three recommendations to promote physician engagement during the COVID-19 situation comprised (1) marketing (70%), (2) intra-and inter-organizational communication (69%), and (3) the competency of clinical staff (67%). During the COVID-19 pandemic, the positive outcomes toward physician engagement focused on infra-organizational development. These results can be considered in a strategy to optimize physician engagement, which affects the quality of care and patient safety.

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Employee age and the impact on work engagement

Cited by 37 publications

References 10 publications

Teleworking, Work Engagement, and Intention to Quit during the COVID-19 Pandemic: Same Storm, Different Boats?

Teleworking, Work Engagement, and Intention to Quit during the COVID-19 Pandemic: Same Storm, Different Boats?

Impact of Intrinsic and Extrinsic Motivation on Work Engagement: A Cross-Sectional Study of Nurses Working in Long-Term Care Facilities

Physician Engagement before and during the COVID-19 Pandemic in Thailand

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