Linking justice, trust and innovative work behaviour to work engagement

Abstract

Purpose – The purpose of this paper is to examine the effects of contextual variables – organisational justice (procedural justice, interactional justice and psychological contract) and trust – on work engagement. Design/methodology/approach – The paper reports a quantitative study of 323 managers working in manufacturing and pharmaceutical organisations based in western India. Drawing from social exchange theory, this paper tests the mediating role of trust in the justice-engagement relationship. The paper also investigates the effect of work engagement on employees' innovative work behaviour. Findings – Results suggest that procedural justice, interactional justice and psychological contract fulfilment are positively related to work engagement with trust as the mediating element. Engagement significantly influences employees' innovative work behaviour Research limitations/implications – The data were collected cross-sectionally, which means that causal inferences must be made with caution. Moreover, the data were collected from a single source. Nevertheless, the findings have implications for contemporary leadership and organisational psychology research and practice in a novel geographic context. Originality/value – This study is one of the rare attempts to examine the influence of three justice variables and trust on work engagement. The study also contributes in terms of its context. With an increasing number of multinationals starting operations in India, an understanding of employee motivation has become an important concern. This research examines engagement levels of Indian managerial employees.

Adaptation and Validation of the Brazilian Version of the Utrecht Work Engagement Scale

“…The indices of adjustment were adequate and the residuals are acceptable. This solution is corroborated by some international studies and may have been found because engagement, as measured by UWES, is a construct with high correlation between items (Agarwal, 2014;Chutghtai & Buckley, 2013;Federici & Skaalvik, 2011;Hakanenet al, 2008;Mauno et al, 2007;Weigl et al, 2010). In Brazil, the psychometric analysis of the scale confirms a one-factor solution as more parsimonious both for the UWES-17 as for the UWES-9.…”

The Effect of Leader-Member Exchange on Innovative Work Behavior in the Saudi Hospitality

“…Most studies of the relationship between LMX and IWB have confirmed that the former has a positive effect on the latter (Altunoglu & Gurel, 2015;Kheng et al, 2013) and that LMX is an important antecedent of IWB (Xerri, M., 2013, Agarwal, 2014. A high level of LMX quality between employees and supervisors will encourage ijbm.ccsenet.org International Journal of Business and Management Vol.…”

“…Also, IWB is broader than proactive work behavior (Crant, 2000;Parker, Williams & Turner, 2006), which concentrates on implementing change, but does not specifically cover the initiation element of the innovating process. Although IWB does benefit the organizations, it is performed in a discretionary manner and may not be rewarded in a direct or formal sense (Agarwal, 2014). Such behavior encourages innovation once it is recognized as a norm within the organization (Martins & Martins, 2002).…”

Exploring the Relationship Between Exclusive Talent Management, Perceived Organizational Justice and Employee Engagement: Bridging the Literature

“…The extant literature advances a link between employee engagement and organizational justice (Li 2012), with perceived organizational justice found to be an important element in employee engagement (He et al 2014). Equity theory and SET provide theoretical explanations for employee engagement in discretionary activities (as contended by Agarwal 2014, Biswas et al 2013, Ghosh et al 2014, He et al 2014, Li 2012, Saks 2006.…”