HRM Practices and Work Engagement Relationship: Differences Concerning Individual Adaptability

Urbini, Flavio; Chirumbolo, Antonio; Giorgi, Gabriele; Caracuzzo, Emanuela; Callea, Antonino

doi:10.3390/su131910666

Cited by 4 publications

(2 citation statements)

References 35 publications

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“…Some studies examine the impact of HR practices on WE in a theoretical framework (Saks, 2021;Ahmed et al, 2016;Schaufeli and Salanova, 2008), while in other studies, this effect has been empirically addressed (Sivapragasam and Raya, 2018;Chahar and Hatwal, 2018;Alzyoud, 2018;Huang et al, 2018;Zhang et al, 2018;Aktar and Islam, 2019;Vuong and Sid, 2020;Urbini et al, 2021;Pham, 2021;Van Beurden et al, 2021;He et al, 2021;Jarrar, 2022). Investigating the connection between employee attitudes, mainly WE, and HR practices is essential.…”

Section: Work Engagementmentioning

confidence: 99%

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To be, or not to be in formalization: the relationship between HR practices and work engagement in the aviation industry

Koç,

Bozkurt,

Karaca Varinlioğlu

2024

AEAT

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Purpose This study aims to examine the moderating role of formalization in the relationship between human resources (HR) practices and work engagement (WE) in aviation industry employees. The research revealed the moderator role of formalization, which is still one of the most critical components for aviation industry workers. Design/methodology/approach In the study, the authors used the survey method. In this explanatory and cross-sectional study, the authors examined a data set collected from aviation industry employees (n = 226) in Turkey using the partial least squares (PLS) method and tried to moderate the formalization. The authors analyzed the moderator role of formalization in the relationship between HR practices and WE with SmartPLS 3.0 and HAYES Process Macro. Findings The results of the study explain the effect of HR practices on WE in the context of social exchange theory through formalization. Findings show that formalization is an essential factor in HR practices’ resulting in higher WE. Research limitations/implications The study is cross-sectional. Research participants participated in the study voluntarily. This situation, in turn, may lead to a social desirability bias in participants' self-reported responses. To avoid this, the authors have prepared a standardized measurement tool. Again, since the authors do not request the names and institutions of the participants, confidentiality and anonymity are provided. Practical implications Research findings offer implications for companies and employees in developing economies, especially in the aviation sector. It refers to the necessity for companies aiming for a sustainable strategic position in the competitive aviation sector to attach importance to HR practices that will enable them to see their employees as a competitive advantage. In addition, the results emphasize the need for aviation industry companies to adopt an approach that considers both practices that can increase WE and formalization procedures that can affect employee behavior. Originality/value This research provides a comprehensive understanding to examine the interrelationships between HR, formalization and WE in the context of the mechanism of social change in the context of aviation industry workers. To the best of the authors’ knowledge, no other researcher has holistically addressed these links in general, particularly in a developing country. The findings significantly enrich the literature on HR practices and WE, particularly in the context of a developing country.

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Section: Work Engagementmentioning

confidence: 99%

“…Schaufeli (2012) also emphasized the importance of HR practices in increasing work engagement and underlined the lack of research. Also, Urbini et al (2021) state that HR practices can also improve WE levels.…”

Section: Theoretical Frameworkmentioning

confidence: 99%

To be, or not to be in formalization: the relationship between HR practices and work engagement in the aviation industry

Koç,

Bozkurt,

Karaca Varinlioğlu

2024

AEAT

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Human resource management practices and employee engagement: the moderating effect of supervisory role

Alam,

Shariat Ullah,

Islam

et al. 2024

Cogent Business & Management

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Mitigating cyberloafing through employee adaptability: the roles of temporal leadership, teamwork attitudes and competitive work environment

Hessari,

Daneshmandi,

Busch

et al. 2024

APJBA

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PurposeIn the evolving digital work landscape, where cyberloafing has become a notable challenge, this study aims to investigate the mechanisms through which organizations can effectively reduce such behaviors. Specifically, the research explores the role of employee adaptability in mitigating cyberloafing, taking into account the influences of temporal leadership, teamwork attitudes, and competitive work environments.Design/methodology/approachUtilizing the broaden-and-build theory and the job demands-resources (JD-R) model, we analyzed data from 245 employees through structural equation modeling (SEM) to investigate how various factors influence cyberloafing.FindingsThe results indicate that employee adaptability significantly mitigates cyberloafing and serves as a mediating factor between temporal leadership, teamwork attitudes, and the impact of competitive work environments on cyberloafing. Temporal leadership and teamwork attitudes positively correlate with increased adaptability, thereby reducing cyberloafing. Conversely, competitive work environments, while slightly enhancing adaptability, substantially increase cyberloafing.Originality/valueThe study contributes new insights into the dynamics of cyberloafing, emphasizing the critical roles of adaptability, teamwork attitudes, and temporal leadership in reducing such behaviors. It underscores the need for organizations to foster a supportive culture that minimizes competitive pressures and promotes teamwork and leadership strategies conducive to high productivity and minimal cyberloafing. This research offers practical implications for designing workplace strategies aimed at boosting productivity and curbing undesirable online behaviors during work hours.

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HRM Practices and Work Engagement Relationship: Differences Concerning Individual Adaptability

Cited by 4 publications

References 35 publications

To be, or not to be in formalization: the relationship between HR practices and work engagement in the aviation industry

To be, or not to be in formalization: the relationship between HR practices and work engagement in the aviation industry

Human resource management practices and employee engagement: the moderating effect of supervisory role

Mitigating cyberloafing through employee adaptability: the roles of temporal leadership, teamwork attitudes and competitive work environment

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