Employee engagement, positive organizational culture and individual adaptability

Abstract

Purpose The purpose of this paper is to explore the connections between employee engagement, positive organizational psychology and an individual’s ability to adapt to ongoing organizational change. Design/methodology/approach The literature on individual adaptability, positive organizational psychology and employee engagement is reviewed. A model that suggests that a positive work culture enhances employee engagement and in specific cases leads to increased adaptability is developed. Findings While organizational engagement will have a positive effect on the individual’s ability to adapt to changes, job engagement will have the opposite effect, uncovering potential obstacles to change management in organizations. Research limitations/implications Suggestions for future research are provided with the intent to further academic research in this area. This model can serve as a starting point for future research design and can be tested in organizations undergoing various changes. Practical implications A positive culture fosters both job and organizational engagement within an organization. Managers can understand how to cultivate a positive, engaged environment for employees while understanding how certain job changes might have both positive and negative effects on an individual’s ability to adapt. Originality/value A model for identifying relationships between positive organizational behaviors, two types of employee engagement (organizational engagement and job engagement) and an individual’s ability to adapt to change is helpful to researchers and practitioners alike.

Acceptance of Leadership Empowerment Efforts for Female Employees in Three Dental Hospitals

“…Such practices also the form of joint control that rewards, recognizes, and values the employee's behavior that can predict employee involvement while providing a higher commitment to their superiors and increasing the level of involvement or participation, which leads to higher learning efforts that will enhance innovation in the workplace. Employees will feel more empowered when they feel that their manager is an empowering leader, which in turn gives motivation and a sense of belonging to the organisation and leads them to be more engaged [3]. e results of the current research, however, were different from what has been stated by Anuradha et al [12]; social expectations and fulfilling the roles and responsibilities are not the primary determinants of the meaning of work.…”

“…Leadership from a very active workplace creates a more challenging and trustworthy environment, where female employees will be able to innovate and help organizations grow. e opportunity of employees on expressing their views to the senior management will have an impact on engagement participation [3].…”

“…Employees who are not involved are employees who seem to be participating but not with enthusiasm and energy for achieving the organisation's shared goals. Employees who are unable to get involved are people who are unhappy at work, because of an act of their unhappiness [3].…”

“…Involvement also has three different aspects, namely, intellectual involvement, which refers to a dedication to perform better action; effective involvement, which is a positive feeling when performing the job; and social involvement, which is showed through discussing with others regarding improvements in performance related to their work [3].…”

“…Gender empowerment should not be misinterpreted as empowering men against women vice versa. Empowerment signifies the transformation of gender relations from a planned sequence of levels or ranks to equality rather than just fiddling with women's positions of power [3]. e next approach is the "Efficiency of Gender Perspective" that focuses on the efficiency of women's role, with an assumption that bringing women into production will automatically serve as a means of achieving gender equality.…”