I'll manage myself: the moderator effect of positive framing on the relationship between organisational politics and engagement

Abstract

PurposeThis study aims to investigate the influence of organisational politics on work engagement and the moderator effect of positive framing on this relationshipDesign/methodology/approachData were collected from 241 public sector employees in Sri Lanka through a structured questionnaire and analysed with partial least square structural equation modelling (PLS_SEM).FindingsThe results indicated that organisational politics negatively influenced employees' work engagement, positive framing positively influenced engagement and weakened the negative relationship between politics and engagement.Practical implicationsThis study suggests that organisation and individuals must take the necessary steps to enhance work engagement. Organisations must be transparent in all activities to avoid employees' negative perception. Also, organisations need to take steps to recruit employees with positive framing or develop this competency through training and development. Individuals also need to take necessary steps to frame the work environment positively to enhance their engagement in work.Originality/valueThis study extends the literature by being the first to examine the positive framing as a moderator in the relationship between politics and engagement. This study found that positive framing as a resource reduced the harmful effect of organisational politics on engagement and suggested positive framing can be considered as a resource in the future investigation of the job demand–resource model.

Being Underemployed is the True Test of Who You Really are - The Nexus of Underemployment and Employee Engagement: Evidence from Sri Lanka

“…Policies should be based on the youth populations of Sri Lanka in order to create socio-economic growth. Having some sessions for information sharing, paths to career development could enhance the level of engagement of individuals (James, 2021;Kengatharan & Kunatilakam, 2020;Mayuran & Kailasapathy, 2020)…”

“…There is escalating concern about the kind of job that graduates join and the greater likelihood that they will find themselves in underemployment conditions (James, 2021). Underemployment is one of the most critical socio-economic problems now a day.…”

Ethical leadership and organisational identification: the mediating effect of psychological contract —evidence from Sri Lankan apparel industry

“…In this regard, it can be claimed that employee identification plays a crucial part in influencing workers' support for their organization as well as engagement in behaviors that are not specifically required by contract or explicitly mandated by employees (Fuchs et al, 2012). On the other hand, the number of workers who are engaging in work in Sri Lankan workers is also comparatively less (James, 2021;Mathushan & Kengatharan, 2022;Mayuran & Kailasapathy, 2021). Rarely employees' identification with their employer and with their job been linked to a variety of organizationally desirable inputs, which supports this line of reasoning (Suifan et al, 2020).…”

بعض العوامل المحددة لمدركات السلوك السياسى وعلاقتها بالتهكمية التنظيمية - دراسة ميدانية

“…Almuala, Al-utaibi, Taha, & Ahmed, 2021;Miller, Rutherford & Kalodinsky, 2008;Poon, 2003;Aryee, Chen & Dobrah, 2007) . (eg:Byrne, 2005;Kacmar, 2000;Vigoda, 2007;Miller, Rutherford, et al, 2000;James, 2022) ‫ان‬ ‫م‬ ‫فى‬ ‫ي‬ ‫م‬ ‫م‬ ‫م‬ ‫م‬ ‫مياس‬ ‫م‬ ‫م‬ ‫م‬ ‫الس‬ ‫ملوك‬ ‫م‬ ‫م‬ ‫م‬ ‫للس‬ ‫متنيبون‬ ‫م‬ ‫م‬ ‫م‬ ‫يس‬ ‫العاملين‬ ‫أن‬ ‫ي‬ ‫م‬ ‫م‬ ‫م‬ ‫م‬ ‫مياس‬ ‫م‬ ‫م‬ ‫م‬ ‫الس‬ ‫ملوك‬ ‫م‬ ‫م‬ ‫م‬ ‫الس‬ ‫مدركات‬ ‫عليها‬ ‫اطل‬ ‫املدركات‬ ‫من‬ ‫منموعة‬ ‫وين‬ ‫بت‬ ‫العمل‬ (eg: Muhammed, 2007;O'connor& Morrison, 2001;Vigoda, 2007;Harris, Andrews & Kacmar, 2007;Bryne, 2005;Aryee, Chen & Budhwar, 2004;Hassan, Vina, & Ithnine, 2017;James, 2021) . (eg: Aryee, Chen, Bodhwar, 2004;Vigoda, 2007;Poon, 2003;O'connor& Anderson, 2001;Harris, Anderson &Kacmar, 2007;Atin, Darrat, Fuller, & Parker, 2010) ‫مذه‬ ‫م‬ ‫م‬ ‫ه‬ ‫عن‬ ‫مة‬ ‫م‬ ‫م‬ ‫ماتن‬ ‫م‬ ‫م‬ ‫الن‬ ‫مة‬ ‫م‬ ‫م‬ ‫ملوكي‬ ‫م‬ ‫م‬ ‫م‬ ‫م‬ ‫م‬ ‫م‬ ‫م‬ ‫م‬ ‫م‬ ‫م‬ ‫م‬ ‫م‬ ‫والس‬ ‫مة‬ ‫م‬ ‫م‬ ‫ماهي‬ ‫م‬ ‫م‬ ‫اإلتن‬ ‫مات‬ ‫م‬ ‫م‬ ‫تب‬ ‫املتر‬ ‫ماول‬ ‫م‬ ‫م‬ ‫تن‬ ‫تم‬ ‫ما‬ ‫م‬ ‫م‬ ‫كم‬ ، ‫ملوكيات‬ ‫م‬ ‫م‬ ‫م‬ ‫وس‬ ‫التنظيمية‬ ‫والتهكمية‬ ‫التنظيمي‬ ‫ام‬ ‫وااللت‬ ‫يفي‬ ‫الو‬ ‫ما‬ ‫م‬ ‫م‬ ‫م‬ ‫الرز‬ ‫فى‬ ‫مرت‬ ‫م‬ ‫م‬ ‫م‬ ‫انحص‬ ‫والتى‬ ‫املدركات‬ ‫التنظيمية‬ ‫املواطنة‬ (Vigoda, 2007;Poon, 2002;Valle & Witt, 2001) (eg:Hochwarter, Kacmar&Perrewe, 2003;Kacmar& Baron, 1999;Atin, Darrat, Fuller, & Parker, 2010 Chen, 2004;Harris, Anderson et al, 2007;Poon, 2002;Valle, 1995;Ladebo, 2007;Muhammad, 2007;Vigoda, 2007;O'connor&Mirrison, 2001) .…”