Employee engagement, fairness and trust: An empirical assessment

Abbas, Wasim; Wei, Weiwei

doi:10.3233/hsm-17182

Cited by 12 publications

(6 citation statements)

References 75 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…A conceptual framework links the key constructs to each other and provides a base for emerging empirically testable hypotheses. The current paper extends prior research (Rhoades and Eisenberger, 2002;Baran et al, 2012;Salanova et al, 2003;Schaufeli and Bakker, 2004;Schaufeli et al, 2002;Biswas et al, 2013;Abbas and Wu, 2018;Nikolova et al, 2019) in several ways. More specifically, current research tried to reveal a knowledge understanding of work engagement in three ways.…”

Section: Discussionsupporting

confidence: 86%

Understanding work engagement through multi-level investigations: From antecedents to outcomes

al.¹

2021

Int. j. adv. appl. sci.

View full text Add to dashboard Cite

Work engagement is a valuable organizational resource, and it has many positive outcomes. In today’s dynamic and competitive business environment, organizations can only be successful when they have an engaged workforce. The current study examines how supervisors support and fairness is important for employee’s work engagement and how the role of perceived organizational support is significant in an employee's workplace. In line with Organizational Support Theory (OST) and Conservation of Resource Theory (CRT), the current study is an empirical attempt to explain antecedents that could increase work engagement and resultantly fetch productivity and profit in the context of South Asia (the case of Pakistan) by considering the outcomes. This cross-sectional study draws data through structured questionnaires from 310 employees of eight mega retail stores by using simple random sampling. The outcomes of Structural Equation Modeling (SEM) analysis revealed a positive effect of supervisors’ support and organizational fairness on work engagement through the mediation of Perceived Organizational Support (POS) and explained the impact of work engagement on task performance and career satisfaction of employees. The current study tested the model for work engagement; future research might test the model using other employee factors (employee sustainability or motivation) in order to test continuous employee behaviors in their workplaces.

show abstract

Section: Discussionsupporting

confidence: 86%

Understanding work engagement through multi-level investigations: From antecedents to outcomes

al.¹

2021

Int. j. adv. appl. sci.

View full text Add to dashboard Cite

show abstract

“…Employees engagement is an important aspect is safety management. Thus, important findings on this behaviour dimension were presented through the study of the role that trust plays in moderating the relation between employee engagement and fairness, in service enterprises in [19] and by [20] where research findings demonstrate the importance of workplace well-being in promoting work engagement.…”

Section: Considerations On Responsibility In Ohs Management Systemsmentioning

confidence: 99%

Occupational health and safety division of responsibility: A conceptual model for the implementation of the OHSAS 18001:2007 standard1

Dufour

Draghci

Ivaşcu

et al. 2020

HSM

View full text Add to dashboard Cite

BACKGROUND: The recent COVID-19 pandemic has brought Occupational Health and Safety (OHS) to the forefront of governmental and organizational preoccupations. Empirical research has pointed that OHS responsibility is diffused within organizations, and there is no apparent reference on whom it falls upon; even the OHSAS 18001:2007 (OHSAS 18001, 2007) standard framework generates the same confusion among organizational stakeholders. OBJECTIVE: When constituting an internal chain of responsibility, which organizational stakeholder should be responsible for each item of the OHSAS 18001:2007? The article considers how OHS tasks can be addressed from the perspective of stakeholder management. The objective is to consider the internal division of OHS responsibility between the hierarchical strata and to introduce an OHS Responsibility Multilevel Model for an organization’s internal responsibility system for the implementation of the OHSAS 18001:2007 standard. METHODS: The paper presents a qualitative assessment of the literature on the concepts of responsibility and accountability regarding OHS. First method applied was the literature review on the concepts of responsibility and accountability regarding OHS, while briefly discussing their impacts on the voluntary implementation of OHSAS 18001:2007 standard. Second, the OHS and the conditions of the COVID-19 period were synthesised to underline the research motivation and importance. Further the conceptual framework for the internal division of OHS responsibility based on a Multilevel Model for OHS stakeholders was developed based on a creative designed approach considering recent conclusions on safety leadership (OHS being situated at the confluence of top-down and bottom-up approaches in organization). RESULTS: The research results underline the relative complexity of the items in the OHSAS 18001:2007 framework; from the 68 items that are comprised under the six themes, the authors have identified 304 distinct actions. The application of the proposed OHS Responsibility Multilevel Model to the OHSAS 18001:2007 supports the interest that research literature has had for the role of top management in OHS. CONCLUSIONS: Overall, the research results propose a novel approach for improving stakeholders’ involvement (commitment) and responsibility regarding OHS practices in organization. The research findings highlight that the OHSAS 18001:2007 standard proposes the organization as primary repository of OHS responsibility.

show abstract

“…Trust has been taken as moderator in various studies. Trust moderates the link among employee engagement and justice for service enterprises (Abbas & Wu, 2018). It is indicated that trust in manager moderates the relationship of perceived HRM practices with employee prosperity, employee intention to quit and task execution (Alfes et al, 2013).…”

Section: Trust In Management As Moderatormentioning

confidence: 99%

Effect of Human Resource Management Practices and Corporate Social Responsibility Disclosure on Employee Outcomes: Examining the Moderating Role of Trust in Management

Malik,

Malik`,

Aslam

2023

BBE

View full text Add to dashboard Cite

This paper has examined the relationship among HRM practices, CSR disclosure and employee outcomes. This study contributes to previous literature by examining the moderating impact of trust in management among HRM practices_ employee outcomes, and CSR disclosure_employee outcomes relationships. Based on theory of Social information processing (SIP) trust in management was taken as moderator among HRM practices and employee outcomes. While, on the basis of Social exchange theory (SET) trust in management was taken as moderator among CSR disclosure and employee outcomes. This study sample consist of 250 managerial employees from banking sector of Pakistan. Primary data was collected through physical distribution of structured questionnaires and analysed using various statistical tools like, correlation and regression analysis with the help of SPSS software. Results showed affirmative link among HRM practices, CSR disclosure and employee outcomes. Moderation of trust in management among above relations is also confirmed.

show abstract

Employee engagement, fairness and trust: An empirical assessment

Cited by 12 publications

References 75 publications

Understanding work engagement through multi-level investigations: From antecedents to outcomes

Understanding work engagement through multi-level investigations: From antecedents to outcomes

Occupational health and safety division of responsibility: A conceptual model for the implementation of the OHSAS 18001:2007 standard1

Effect of Human Resource Management Practices and Corporate Social Responsibility Disclosure on Employee Outcomes: Examining the Moderating Role of Trust in Management

Contact Info

Product

Resources

About