Identification of drivers of employee engagement in Indian power companies

Mohanty, Samarendra Kumar; Arunprasad, P.

doi:10.1108/ijppm-08-2019-0414

Cited by 19 publications

(28 citation statements)

References 126 publications

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“…On the other hand, practicing managers seem keen to identify and understand relevant job behaviors and attitudes that are likely to lead to high job performance as ex ante predictive measures (Moustaghfir et al, 2016). They tend to view employee satisfaction as a means to greater productivity and performance (Moro et al, 2020;Mohanty and Arunprasad, 2020). Individual performance has also been viewed from the Work-family conflict perspective of appropriate job attitude and behavior (Habeeb, 2020) that contributes to tangible on-the-job performance.…”

Section: Literature Reviewmentioning

confidence: 99%

Work–family conflict, affective commitment, leadership and job satisfaction: a moderated mediation analysis

Panda

Jain

Nambudiri

2021

IJPPM

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PurposeThe detrimental influence of perceived work–family conflict (WFC) on employees' job-related attitudes has been examined in individualistic cultures. However, this relationship needs to be studied in collectivist societies, where the “family” is a salient social institution with family-centric work ethics. This study empirically investigates the role of nurturant task leadership (NTL) behavior in attenuating (1) the negative direct effect of perceived WFC on job satisfaction and (2) the negative indirect effect of perceived WFC on job satisfaction, mediated through affective commitment (AC) on a sample of employees from a public sector bank in India.Design/methodology/approachThe study adopts a cross-sectional research design, and the data were collected from 244 executives working in the banking sector of India. The direct, indirect and moderated effects were analyzed using ordinary least squares (OLS) regression.FindingsNTL behavior was found to moderate the negative direct relationships between perceived WFC and job satisfaction as well as the negative indirect relationship between perceived WFC and job satisfaction, mediated through AC.Research limitations/implicationsThe study contributes to existing literature on WFC by introducing an important boundary condition in NTL behavior, thus providing impetus to further research in this direction through research designs that allow for causal inference and generalizability.Practical implicationsFindings from this study can provide useful pointers to organizations dealing with employee performance challenges owing to WFC. Results indicate that leaders who exhibit NTL behavior are more likely to attenuate the negative influence of WFC on employee attitudes and performance.Originality/valueThis study is among the first empirical examination of the effectiveness of NTL behavior in mitigating the negative effects of perceived WFC on job satisfaction.

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Section: Literature Reviewmentioning

confidence: 99%

Work–family conflict, affective commitment, leadership and job satisfaction: a moderated mediation analysis

Panda

Jain

Nambudiri

2021

IJPPM

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“…The researchers portray their perception as having evolved from social exchange theory and human capital theory, and reported that the target of sharing knowledge can enhance the employee's ambidexterity. As a result, this led to an increase in sustainable performance (social exchange theory and human capital theory) [30,31,59].…”

Section: Discussionmentioning

confidence: 99%

“…Usually, the hypothetical highlights of these links are reported in social exchange theory. This theory describes the link between the worker and the firm, which includes two sides: interdependent and reciprocal [2,30,31]. According to this theory, once a firm facilitates, encourages, and authorizes workers, consequently a culture develops that targets enhancement and stimulation of current structure, procedure, strategies, and systems that support advancement.…”

Section: Literature Review and Hypotheses Developmentmentioning

confidence: 99%

Impact of Knowledge Sharing on Sustainable Performance: Mediating Role of Employee’s Ambidexterity

et al. 2021

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The prime objective of the current study is to examine the impact of knowledge sharing and employee ambidexterity on the sustainable performance of manufacturing firms operating in the KPK province of Pakistan. In addition to this, the study has examined the mediating role of employees’ ambidexterity in the relationship between knowledge sharing and sustainable performance. The final sample included 240 respondents, which represented a response rate of 68%. The study employed SEM-PLS for data analysis. The results indicate that the employee’s ambidexterity fully mediates between knowledge sharing and sustainable performance. Knowledge sharing appears as a significant determinant of employees’ ambidexterity and sustainable performance. Meanwhile, the employee’s ambidexterity also has a positive and significant relationship with sustainable performance. In the field of Management Sciences and other disciplines, knowledge sharing is considered a significant field of study. Globally, very little research has targeted these variables. This research offers conceptual highlights for developing the influence of knowledge sharing on the sustainable performance of employees particularly in the manufacturing sector.

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“…Their findings were consistent with Chen et al (2015) and Bas ¸tug et al (2016). Organization, supervisors and colleagues were included in the article "Manifestation of Internal CSR on Employee Engagement: Mediating Role of Organizational Trust" by Soni and Mehta (2020), and the study of organizational trust and employee engagement by Mohanty and Arunprasad (2020). The OT dimension was extended from employees' trust in the organization to trust in the boss's leadership, handling ability and decision-making skills, as well as in the ability of colleagues to work, help and treat fairly (e.g., Vidotto et al, 2008;Tan and Lim, 2009;Chen et al, 2015;Mohanty and Arunprasad, 2020;Ma et al, 2021).…”

Section: Introductionmentioning

confidence: 99%

“…Organization, supervisors and colleagues were included in the article "Manifestation of Internal CSR on Employee Engagement: Mediating Role of Organizational Trust" by Soni and Mehta (2020), and the study of organizational trust and employee engagement by Mohanty and Arunprasad (2020). The OT dimension was extended from employees' trust in the organization to trust in the boss's leadership, handling ability and decision-making skills, as well as in the ability of colleagues to work, help and treat fairly (e.g., Vidotto et al, 2008;Tan and Lim, 2009;Chen et al, 2015;Mohanty and Arunprasad, 2020;Ma et al, 2021). Cummings and Bromiley (1996) developed the OTI model with nine structural factors to measure OT, three components that precede human behavior (cognition, affect and intended behavior) for each of the three dimensions of OT: (1) keep commitment (KC), (2) negotiate honestly (NH) and ( 3) not to take excessive advantage (NTEA).…”

Section: Introductionmentioning

confidence: 99%

Testing the organizational trust contents of coast guard organizations in Taiwan

Kao

Cho

Kao

2021

PIJPSM

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PurposeThe purpose is to verify the OTC of Taiwan coast guard organizations and to explore whether the views of coast guard personnel on the trust of supervisors, colleagues and subordinates are consistent based on vertical or horizontal relationship in the organization.Design/methodology/approachThis is an empirical study conducted with 412 participants from Taiwan coast guard organizations.FindingsThe main finding of this study was that, in Taiwan coast guard organizations, there are differences in the perceptions of organizational trust contents (OTC) in different measuring subjects that are nonexistent in previous studies on other cultures. In particular, the recognition of organizational trust (OT) in subordinates was higher than that in colleagues, while the recognition of OT in colleagues was higher than that in supervisors. Furthermore, measuring the same object with different dimensions, it was found that the OT of colleagues' honest negotiation was significantly higher than those of “not to take excessive advantage (NTEA)” and “keep commitments.” There was no difference in recognition of the three dimensions for subordinates and supervisors.Originality/valueThe result confirms the structure of the Organizational Trust Inventory model of Taiwan coast guard organizations. In addition, Chinese culture evidently influences the weight on each of the contracting behaviors expected of different referents; particularly, trustworthy subordinates are more expected to exhibit good contracting behaviors than supervisors and coworkers. This study contributes to the understanding of how to foster trust in terms of good contracting behaviors in Taiwan coast guard organizations.

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Identification of drivers of employee engagement in Indian power companies

Cited by 19 publications

References 126 publications

Work–family conflict, affective commitment, leadership and job satisfaction: a moderated mediation analysis

Work–family conflict, affective commitment, leadership and job satisfaction: a moderated mediation analysis

Impact of Knowledge Sharing on Sustainable Performance: Mediating Role of Employee’s Ambidexterity

Testing the organizational trust contents of coast guard organizations in Taiwan

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