Job demands, job resources and work engagement of academic staff in South African higher education institutions

Rothmann, Sebastiaan; Jordaan, G M E

doi:10.4102/sajip.v32i4.247

Cited by 80 publications

(92 citation statements)

References 35 publications

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“…Most international studies have confirmed a three-factor model comprising vigour, dedication and absorption (Schaufeli et al, 2002). Studies from South Africa have also confirmed a threefactor model of the UWES (Barkhuizen & Rothmann, 2006;Rothmann & Jordaan, 2006). Confirmatory factor analysis conducted on the OCQ found that a three-factor model best fit the data.…”

Section: Confirmatory Factor Analysismentioning

confidence: 79%

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Psychological capital, work engagement and organisational commitment amongst call centre employees in South Africa

2013

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Orientation: The development of psychological capital amongst call centre employees could have an impact on positive work-related attitudes and behaviour; such as work engagement and organisational commitment.Research purpose: The purpose of the research was to determine the relationship between psychological capital, work engagement and organisational commitment amongst call centre employees; and further, to determine whether psychological capital and work engagement hold predictive value for the organisational commitment of call centre employees.Motivation for the study: There is a gap in research in understanding and enabling positive resource capacities in highly stressful work contexts such as call centres.Research design, approach and method: A cross-sectional survey design was used. A sample of 106 call centre employees from a South African organisation participated in the research. The measuring instruments included a demographic questionnaire, the Psychological Capital Questionnaire (PCQ), the Utrecht Work Engagement Scale (UWES) and the Organisational Commitment Questionnaire (OCQ).Main findings: Significant positive relationships were found between psychological capital, work engagement and organisational commitment. The results showed work engagement as being the only significant predictor of organisational commitment.Practical/managerial implications: Call centre employers need to develop and implement workplace interventions that would increase the psychological capital of call centre employees.Contribution/value-add: The research findings will benefit both call centre employees and management. The study highlighted the importance of the role of optimism as a subdimension of psychological capital in developing work engagement and organisational commitment amongst call centre employees.

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Section: Confirmatory Factor Analysismentioning

confidence: 79%

“…The findings in this study are supported by various research studies. Researchers, both internationally and nationally, have found a positive relationship between work engagement and organisational commitment (Field & Buitendach, 2011;Rothmann & Jordaan, 2006). …”

Section: Inferential Statisticsmentioning

confidence: 99%

Psychological capital, work engagement and organisational commitment amongst call centre employees in South Africa

2013

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“…Literature has shown that employees who are engaged in their work demonstrate higher levels of productivity, efficiency and a sense of personal accomplishment in their work, take initiative and persist with challenging and demanding tasks (Holbeche & Matthews, 2012;Rothmann & Jordaan, 2006). Furthermore, work engagement helps to boost employee motivation, morale, job satisfaction and psychological wellbeing.…”

Section: Work Engagementmentioning

confidence: 99%

The influence of organisational rewards on workplace trust and work engagement

Victor

Hoole

2017

SA j. hum. resour. manag.

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Orientation: In volatile and competitive business environments, organisations are faced with challenges to retain talented workers. Employees are increasingly leaving their jobs for a number of reasons, one of them being a perceived lack of adequate reward practices. Consequently, this has impacted on employee work engagement and confidence and trust in organisations.Research purpose: The study sought to determine whether there is a relationship between rewards, trust and engagement, as well as whether rewards are able to predict trust and engagement in the South African workplace.Motivation for the study: Organisations can no longer solely rely on extrinsic rewards to retain talent. Companies must draw on both extrinsic and intrinsic reward strategies to improve retention levels through endorsing higher levels of workplace trust and work engagement levels.Research design, approach and method: A quantitative, exploratory and cross-sectional research design was utilised. Non-probability sampling using questionnaires consisting of scales from the Job Satisfaction Survey, Intrinsic Motivation Inventory, Psychological Meaningfulness Scale, Basic Needs at Work Scale, Workplace Trust Survey and Utrecht Work Engagement Scale were administered to a sample (N = 251) of South African employees in various industries within the Gauteng region.Main findings: Results indicated that there is a moderate-to-strong positive relationship between the three constructs, and that rewards are able to predict trust and engagement.Practical and managerial implications: The findings provide insight for behavioural practitioners to potentially draw upon when improving talent management strategies. Both extrinsic and intrinsic rewards are important factors in keeping employees engaged and ultimately retaining them.Contribution: The study provided insight into the influence that organisational rewards may have on workplace trust, work engagement and retaining employees. Findings contribute towards improving talent management strategies.

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“…The resultant interventions should address the most important aspects that have an impact on the employee engagement levels of Generation Y academics. Five focal areas that can be addressed in South African HEIs were identified in previous research (Barkhuizen & Rothmann, 2006;Rothmann & Jordaan, 2006). Firstly, it is important to ensure that academics have variety, learning opportunities and autonomy in their jobs.…”

Section: Employee Engagement and Generation Y Academicsmentioning

confidence: 99%

Intention to quit amongst Generation Y academics in higher education

Robyn

Preez

2013

SA j ind psychol

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Orientation: For a higher education institution (HEI) to maintain a long-term trajectory of excellence, a strong focus on retaining a younger generation of skilled academics is needed.Research purpose: The purpose of this study was to investigate intention to quit amongst Generation Y academics in HEIs.Motivation for the study: Higher education institutions are more dependent on the abilities and commitment of their staff than most other organisations. More than 4000 academics will retire and need to be replaced by 2018, providing justification for the study of intention to quit of academics.Research design, approach and method: An ex post facto quantitative research design was followed. Academics at six HEIs in South Africa were sampled. Measurement instruments included abridged versions of the Utrecht Work Engagement Scale, Multifactor Leadership Questionnaire, Arnold and Feldman Intention to Quit Scale, Job Descriptive Scale and Chew’s reward scale.Main findings: Employee engagement, job satisfaction, remuneration, reward, recognition and transformational leadership were significantly related to intention to quit. In the partial model, three of these variables explained 45% of the variance in intention to quit. Partial least square path modelling revealed that employee engagement and job satisfaction have significant negative impacts on intention to quit.Practical/managerial implications: The findings serve as input for the development of efficacious strategies to retain Generation Y academics at HEIs in South Africa.Contribution/value-add: This study contributes to our knowledge of intention to quit amongst Generation Y academics. It provides evidence of the complexity and inter-relatedness of variables in the phenomenological network of intention to quit.

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Job demands, job resources and work engagement of academic staff in South African higher education institutions

Cited by 80 publications

References 35 publications

Psychological capital, work engagement and organisational commitment amongst call centre employees in South Africa

Psychological capital, work engagement and organisational commitment amongst call centre employees in South Africa

The influence of organisational rewards on workplace trust and work engagement

Intention to quit amongst Generation Y academics in higher education

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