Measuring Employee Happiness: Analyzing the Dimensionality of Employee Engagement

Othman, Abdul Kadir; Mahmud, Zamalia; Noranee, Sheeren; Noordin, Fauziah

doi:10.1007/978-981-10-8612-0_90

Cited by 21 publications

(26 citation statements)

References 7 publications

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“…Researchers have examined employee engagement as an important factor in the workplace which contributes positively to the organizational effectiveness like higher productivity, high level of citizenship behavior, performance (Robinson et al, 2004;Bakker & Albrecht, 2018) and overall employee satisfaction and organizational commitment (Saks, 2006;Brunetto, et al, 2012). Moreover, at individual level, studies suggest that employee engagement also influences the happiness, a state of being happy, among employees (Stairs & Galpin 2010;Othman et al, 2018). Sufficient evidence is marked in the literature for the utility of employee engagement in increasing organizational performance and positive employee outcome (Saks, 2006;Xanthopoulou et al, 2007;Reijseger et al, 2017).…”

Section: Employee Engagementmentioning

confidence: 99%

Role of Quality of Work Life in Determining Employee Engagement and Organizational Commitment in Telecom Industry

Sahni¹

2019

IJQR

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The value that Quality of work life (QWL) brings to the workplace has long been established by several scholars, however, the impact of QWL on engagement and commitment levels of employees remains under investigated. The present empirical study is devoted to explore the quality of work life in telecom industry and examine its association with employee engagement and organization commitment. The data collected from a random sample of 312 employee working in Telecom industry of Saudi Arabia, was analysed through Descriptive statistics and Structural Equation Modeling (SEM). Evidence supports the significant relationship of quality of work life and organizational commitment, however, there is a weak link of quality of work life with employee engagement. This is the first study to explore the relationship among three important constructs of workplace; quality of work life, organizational commitment and employee engagement. Therefore, the study significantly contributes to the extant literature on Quality of work life.

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Section: Employee Engagementmentioning

confidence: 99%

Role of Quality of Work Life in Determining Employee Engagement and Organizational Commitment in Telecom Industry

Sahni¹

2019

IJQR

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“…A number of recent studies done to determine the effect of employee engagement on organizational success have revealed that job engagement is a rewarding initiative that should be practiced by all organizations (Reijseger et al, 2017). In a recent two-phased study by Othman et al (2018), the three dimensions namely, leadership, job satisfaction, and administrative processes were found to be significantly related to employee happiness. Employees who are strongly engaged at their work are also proactive and promote innovation at work.…”

Section: Relationship Of Employee Engagement With Other Constructsmentioning

confidence: 99%

Employee Engagement Among Millennial Workforce: Empirical Study on Selected Antecedents and Consequences

Sahni

2021

Sage Open

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Although employee engagement has been investigated by many scholars, there has been minimal research on this subject for millennial workforce. To bridge the research gap, the present study intends to examine employee engagement among millennial workforce of Saudi Arabia. In addition, the mediation effect of employee engagement on the relationship between antecedents; job characteristics, job satisfaction, and consequences; organizational commitment and intentions to quit is explored with social exchange theory (SET) as a theoretical underpinning. It tests the hypothesis by using data from 408 employees working in private sector companies located in Riyadh, Saudi Arabia through a self-administered questionnaire. SPSS Amos 25.0 was used to analyze the data. The results suggest that there exists a satisfactory condition of employee engagement among Saudi youth. Findings propose a significant positive relationship between job characteristics, job satisfaction, and organization commitment. Employee engagement was found to be a significant and partial mediator amid job characteristics, job satisfaction, and organization commitment. However, the results were not significant for the variable turnover intentions. There is a dearth of research on millennial workforce of Saudi Arabia, and this study would be perhaps, the first one to explore employee engagement in this context. It contributes to the current literature and theory development of employee engagement. Since the findings are based on limited millennial employees’ responses, there is no universal claim for generalization.

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“…Standardization and formalization were treated as a single organizational variable, given that a high degree of both typically leads to organic organizational structures [47]. The direct measurement of attitudes is commonly practiced in organizational psychology and related disciplines [70,71]. Nevertheless, only explicit attitudes can be effectively measured by employing a survey.…”

Section: Operationalization and Data Gatheringmentioning

confidence: 99%

Organizational Structure and Artificial Intelligence. Modeling the Intraorganizational Response to the AI Contingency

Rudko

Bonab

Bellini

2021

JTAER

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Different and profound are the consequences of the further development of artificial intelligence (AI) on society. One of the manifestations of the upcoming changes is the plethora of novel ways in which companies may organize labor and capital. So far, the influence of AI on organizational structure has been mainly studied from either a technological or a broader decision-making perspective. Our paper provides a unique take on the topic, emphasizing the distinctive role of human agency and its function in the upcoming AI-driven organizational changes. Relying on the existing academic literature, we theorized a set of hypotheses concerning best fits to the AI contingency on both macro and meso-organizational levels. To test whether the hypothesized changes might encounter organizational inertia or resistance from jobholders, multiple correspondence analysis (MCA) was applied to the online survey results. Four types of current and potential jobholders were distinguished according to their explicit attitudes towards hypothesized organizational changes: skeptics, doubtful skeptics, optimists, and doubtful optimists, the latter consisting primarily of emerging adults. Finally, we developed a model of intraorganizational response to the AI contingency based on four theoretical groups of individuals, as determined by the analysis. Our findings showed doubtful optimists to be the most important group, able to set organizational trends and positively influence skeptics and doubtful skeptics. Accordingly, promoters of AI-driven organizational changes are advised to design their communication efforts around emerging adults. As the survey was conducted amid the COVID-19 pandemic, its sociological and managerial implications are relevant to the looming reality of the postpandemic world.

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Measuring Employee Happiness: Analyzing the Dimensionality of Employee Engagement

Cited by 21 publications

References 7 publications

Role of Quality of Work Life in Determining Employee Engagement and Organizational Commitment in Telecom Industry

Role of Quality of Work Life in Determining Employee Engagement and Organizational Commitment in Telecom Industry

Employee Engagement Among Millennial Workforce: Empirical Study on Selected Antecedents and Consequences

Organizational Structure and Artificial Intelligence. Modeling the Intraorganizational Response to the AI Contingency

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