Employee Engagement

Macey, William H.; Schneider, Benjamin; Barbera, Karen M.; Young, Scott A.

doi:10.1002/9781444306538

Cited by 265 publications

(114 citation statements)

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“…The obtained results confirm the findings of Choi (2013), Engelbrecht et al (2014), Macey et al (2009). The results can be interpreted in accordance with Walumbwa & Schaubroeck (2009), Choi (2013.…”

Section: Discussionsupporting

confidence: 91%

“…Ethical managers of the respondents, who participated in this study, are likely to have been focused on each employee's progress and did not create a competitive working environment. As a result, employees did not feel tension to be superior to their colleagues, continuously improve their productivity and quality of work (Engelbrecht et al, 2014;Macey et al, 2009). Our results extend previous findings and suggest that such managers' ethical behavior does not lead to the emergence of workaholic environment.…”

Section: Discussionsupporting

confidence: 82%

“…Ethical managers are characterized by the fact that a part of the responsibilities and powers is given to the employees. Such managers allow subordinates to independently control certain work processes (Engelbrecht, Heine, & Mahembe, 2014;Macey, Schneider, Barbera, & Young, 2009). In this way, they can choose appropriate ways and conditions of meeting the targets.…”

Section: Importance Of An Ethical Leadership Style For the Relationshmentioning

confidence: 99%

See 2 more Smart Citations

The role of a perceived ethical leadership style in the relationship between workaholism and occupational burnout

Morkevičiūtė¹,

Endriulaitienė²

2017

IJPBA

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Section: Discussionsupporting

confidence: 91%

Section: Discussionsupporting

confidence: 82%

Section: Importance Of An Ethical Leadership Style For the Relationshmentioning

confidence: 99%

See 1 more Smart Citation

The role of a perceived ethical leadership style in the relationship between workaholism and occupational burnout

Morkevičiūtė¹,

Endriulaitienė²

2017

IJPBA

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“…Additionally, overworked employees are more likely to make bad decisions (Galinsky, Kim & Bond, 2001), which might very well include taking on more duties when they should be saying 'no'. Macey, Schneider, Barbera and Young (2009), social support does not always have a positive effect. This negative impact occurs when employees receive support they do not want or think that they would not need if they were more competent, that is, actual received support can be a negative experience when it comes at the cost of lost self-esteem.…”

Section: Discussionmentioning

confidence: 93%

Investigating the reversed causality of engagement and burnout in job demands-resources theory

Beer

Pienaar

Rothmann³

2013

SA j ind psychol

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Orientation: Reversed causality is an area that has not commanded major attention within the South African context, specifically pertaining to engagement, burnout and job demands resources. Therefore, this necessitated an investigation to elucidate the potential effects.Research purpose: To investigate the reversed causal hypotheses of burnout and engagement in job demands-resources theory over time.Motivation for the study: Organisations and researchers should be made aware of the effects that burnout and engagement could have over time on resources and demands.Research design, approach and method: A longitudinal design was employed. The availability sample (n = 593) included participants from different demographic backgrounds. A survey was used to measure all constructs at both points in time. Structural equation modelling techniques were implemented with a categorical estimator to investigate the proposed hypotheses.Main findings: Burnout was found to have a significant negative longitudinal relationship with colleague support and supervisor support, whilst the negative relationship with supervisor support over time was more prominent. Engagement showed only one significant but small, negative relationship with supervisor support over time. All other relationships were statistically non-significant.Practical/managerial implications: This study makes organisations aware of the relationship between burnout and relationships at work over time. Proactive measures to promote relationships at work, specifically supervisor support, should be considered in addition to combatting burnout itself and promoting engagement.Contribution/value-add: This study provides insights and information on reversed causality, namely, the effects that engagement and burnout can have over time.

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“…Teachers are encouraged to contribute their ideas without fear of punishment or of being rebuked. They would increase employee engagement (Macey, Schneider, Barbera & Young, 2009). …”

mentioning

confidence: 99%

Turning the Flashlight on Human Resources in Schools: A Case Study in a Secondary School in Mauritius

Congo-Poottaren

Swaleyah

2017

Pijss

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Employee Engagement

Cited by 265 publications

References 0 publications

The role of a perceived ethical leadership style in the relationship between workaholism and occupational burnout

The role of a perceived ethical leadership style in the relationship between workaholism and occupational burnout

Investigating the reversed causality of engagement and burnout in job demands-resources theory

Turning the Flashlight on Human Resources in Schools: A Case Study in a Secondary School in Mauritius

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