Job Embeddedness and Job Engagement: Recommendations for a Supportive Social Work Environment

Sun

2022

IJERPH

Committed social workers are significant to organizational performance and service quality; therefore, it is crucial to explore the contributing factors of turnover intention to enhance social workers’ commitment. To reduce social workers’ turnover intention, this study used the first national survey data (N = 5620) of social workers in China to find out the relationship between workplace social capital and turnover intention in public service and explore possible solutions. This study treated workplace social capital as a comprehensive measure that captured employees’ overall perceptions of their interpersonal relations in the public sector. It covered the impact of many other organizational factors on turnover intention, such as job embeddedness, social networks, social relations, communication, and organizational fairness. The results confirmed that workplace social capital had a significant negative impact on employees’ turnover intention. Workplace social capital could be a better predictor of employees’ turnover intention than a single organizational factor or a combination of several factors. These findings not only deepened the theoretical understanding of social capital within the organization and brought insight into how workplace social capital affected employees’ turnover but also promoted a formation of a holistic organizational perspective from the fragmented organizational factors. Results also showed that job burnout and job satisfaction mediated the relation between workplace social capital and turnover intention. Public service agencies should endeavor to foster an organizational climate of cooperation and trust, encourage teamwork and altruistic behaviors among coworkers to reduce emotional exhaustion, and strengthen the professional identity and professional value of social work.

Section: Discussionsupporting

confidence: 93%

Section: Discussionmentioning

confidence: 99%

How Workplace Social Capital Affects Turnover Intention: The Mediating Role of Job Satisfaction and Burnout

Sun

2022

IJERPH

Kastamonu Eğitim Dergisi

“…When an individual engages truly with her/ his job, s/he defines her/himself with that job and gets satisfaction from that by working with motivation (Roberts and Davenport, 2002). Positive working relationships and strong organizational culture promote job engagement, while reducing burnout (Hernandez, et al, 2014). To employ those individuals who have job engagement, the managers must pay sufficient importance to loyalty, sharing the vision, encouragement for participation in decisions, authorization and rewarding (Hodgetts, 1997).…”

Section: The Relationship Of Work Engagement With Similar Conceptsmentioning

confidence: 99%

The Effect of The Positive Psychological Capital of The Teachers on The Work Engagement

Tösten¹,

Arslantaş²,

Şahin³

2019

Pozitif psikolojik sermaye, olumsuzluklara odaklanmak yerine bireyin iç dinamiklerini harekete geçirmeyi dolayısıyla içsel bir hareketle sürece yaklaşmayı amaçlayan bir yaklaşımdır. Çalışmaya tutkunluk ise "pozitif, tatmin edici, çalışmayla ilgili ruh hali" olarak tanımlanmaktadır. Her iki kavramın teorik temeli incelendiğinde pozitiflik durumunun olduğu görülmektedir. Bu çalışmada ise, öğretmenlerin pozitif psikolojik sermaye yeterlikleri ile çalışmaya tutkunlukları arasındaki ilişkinin ortaya konulması amaçlanmaktadır. Bu araştırma ilişkisel tarama modelinde olup nicel desenlidir. Araştırmanın çalışma grubunda 487 öğretmen araştırmaya dâhil edilmiştir. Araştırmada öğretmenlerin görüşlerini almak amacıyla iki ölçek kullanılmıştır. Öğretmenlerin Schaufeli ve diğerleri ( 2002) tarafından geliştirilen Turgut (2011) tarafından Türkçe'ye uyarlanan Çalışmaya Tutkunluk Ölçeği ve pozitif psikolojik sermayenin ölçümü için Çetin ve Basım (2012) tarafından geliştirilen Pozitif Psikolojik Sermaye Ölçeği'dir. Araştırma sonucunda elde edilen 487 ölçekteki veriler betimsel (tanımlayıcı) istatistiksel teknikler (frekans, yüzde, aritmetik ortalama, standart sapma) ile değişkenler arası korelasyon ve basit regresyon analizleri kullanılmıştır. Analizlerde p<.05düzeyi esas alınmıştır. Araştırma sonucunda pozitif psikolojik sermaye ile çalışmaya tutkunluk arasında yüksek düzeyde pozitif yönde bir ilişki olduğu, pozitif psikolojik sermayenin bileşenlerinin tamamının çalışmaya tutkunluğu yordadığı görülmüştür.

Human Resource Development Review

“…Other studies grounded their definition of job engagement in lesser known work by Schaufeli and colleagues from 2001Schaufeli and colleagues from , 2004Schaufeli and colleagues from , 2006, and 2011 to define job engagement (Lu & Guy, 2014;Tziner & Tanami, 2013;Vinje & Mittelmark, 2007). Three of the studies reviewed (Chen, Yen, & Tsai, 2014;Hernandez, Stanley, & Miller, 2014;Inceoglu & Warr, 2011) referenced no work by Schaufeli in their attempt to describe job engagement, but cited Kahn (1990), Rich et al (2010), Macey et al (2009), and Bakker and Leiter (2010), instead. In short, within the last decade, 14 out of the 19 articles on job engagement we reviewed cited Schaufeli and his colleagues in an effort to provide a descriptor of job engagement.…”

Section: Job Engagementmentioning

confidence: 99%

Definitional and Conceptual Muddling: Identifying the Positionality of Employee Engagement and Defining the Construct

Shuck

Osam

Zigarmi

et al. 2017

Numerous entangled definitions, words, measurements, and frameworks have been proposed when referring to employee engagement, as well as other engagement typologies. Consequently, researchers have routinely drawn atheoretical conclusions about the meaning of employee engagement, limiting the applicability of employee engagement in theory building and practice. The focal point of our work was to detail an explicit definition of employee engagement and juxtapose our definition alongside several existing frameworks and definitions. First, we detail and position an operational definition of employee engagement ground in seminal literature. Second, we systematically examine the engagement literature, highlighting both dominant types of engagement and alternative typologies. Third, we conclude by making meaning for the human resource development field, distinguishing the use of employee engagement in the literature as an outcome, psychological state, and process, and synthesize our findings through a brief discussion of implications for research and practice.