Mediating Role of Employee Engagement on the Effect of Inclusion and Organizational Diversity on Turnover Intention

Gupta, Anchal; Gomathi, S.

doi:10.4018/ijhcitp.300313

Cited by 6 publications

(5 citation statements)

References 52 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…The results for hypothesis two to the effect that diversity management programmes have a significant influence on the workplace engagement of academic staff showed that the hypothesis was rejected. This finding was inconsistent with the findings of previous scholars (Alshaabani et al, 2021;Ganji et al, 2021;Gupta & Gomathi, 2022;Jayashree et al, 2019;Kang & Sung, 2017;Mbhele & De Beer, 2021;Mistry et al, 2021;Ravikumar, 2013;Verčič & Men, 2023), who indicated that employee engagement was positively influenced by diversity management programmes. However, the diversity programmes had a significant influence on work engagement because the descriptive results revealed that the programmes were given less prominence in the university.…”

Section: Discussioncontrasting

confidence: 97%

See 1 more Smart Citation

Diversity Management and Work Engagement of Academic Staff of Kyambogo University, Uganda

Nanteza,

Mugizi,

Irene Nagasha

et al. 2023

UHERJ

View full text Add to dashboard Cite

This study examined the influence of diversity management and work engagement of the academic staff of Kyambogo University in Uganda. Specifically, the study examined the influence of diversity management policies, diversity management programmes and diversity management climate on the workplace engagement of academic staff of Kyambogo University in Uganda. The study employed the correlational research design, hence adopted the quantitative approach. The sample comprised 188 academic staff of Kyambogo University. Data was collected using a self-administered questionnaire. The data was analysed using descriptive and Partial Least Squares Structural Equation modelling (PL-SEM) using SmartPLS. Descriptive results revealed that the workplace engagement of academic staff, diversity management policies, diversity management programmes, and the diversity management climate of the university were moderate. SEM results showed that while diversity management policies had a positive and significant influence on workplace engagement, diversity management programmes had a positive but insignificant influence on workplace engagement, and the diversity management climate had a negative and insignificant influence on workplace engagement. Therefore, it was concluded that diversity management policies are vital for the workplace engagement of academic staff, inadequate diversity management programmes hinder workplace engagement, and a low-level diversity management climate impedes the workplace engagement of academic staff. Thus, it was recommended that universities should adopt diversity management policies, leaders of universities should implement adequate diversity management programmes to enhance workplace engagement, and leaders of universities should promote a climate that favours diversity.

show abstract

Section: Discussioncontrasting

confidence: 97%

“…Relatedly, Ganji et al (2021) reported that diversity management training predicted employee engagement. In a study on IT professionals working in India, Gupta and Gomathi (2022) found that diversity management practices and employee engagement had a significant impact on employee engagement.…”

Section: Diversity Managementmentioning

confidence: 99%

Diversity Management and Work Engagement of Academic Staff of Kyambogo University, Uganda

Nanteza,

Mugizi,

Irene Nagasha

et al. 2023

UHERJ

View full text Add to dashboard Cite

show abstract

“…However, as job fit is much more personal, supervisors play a role in this relationship. The findings of the works of Biswakarma (2015); Gubman (2004); Gupta and Gomathi (2022); Saks (2006) show conformity to the findings of this study which is employee engagement and turnover intention ordinarily have a reverse association in their relation to each other. This has been proved as hypothesis-5 is supported by the correlation value of -.261 and the p-value of .001 in the regression analysis.…”

Section: Discussionsupporting

confidence: 87%

Impact of person-job fit and person-organization fit on employee engagement: Moderating role of supervisor support

Hossain,

Khatun,

Shanjabin

2024

Annals of Human Resource Management Research

View full text Add to dashboard Cite

Purpose: This study aimed to examine the impact of two fit concepts, namely, person-job fit (P-J) and person-organization fit (P-O), on employee engagement while taking supervisor support as the moderating variable. Research Methodology: The relationships among constructs were analyzed using correlation, and the study hypotheses were tested using regression. All employees of different mobile telecommunication companies in Bangladesh comprised the study population. The sample size was 100, which was taken using the judgmental sampling technique. Primary data were collected from a field-level survey using a structured questionnaire. Results: The results revealed a positive association between employee engagement and person-job fit, while person-organization fit had a similar association with engagement. The impact of these variables on employee engagement ultimately affects turnover intentions. This study also revealed that the association between person-organization fit and employee engagement is positively moderated by supervisor support. Limitations: The study used a common non-probability sampling technique and a small sample size, which is a limitation. Contribution: The insights will help managers to ensure a match between the job and organizational requirements and those of employees. The study will also inspire future research to connect Field Theory and social exchange theory (SET) with different concepts in different country and industry contexts. Novelty: For the first time in the relevant field, the study simultaneously connected field theory and SET theory with P-J and P-O fit with employee engagement.

show abstract

“…Employee engagement tends to reduce the likelihood of turnover (Chebet et al, 2019;Maltseva, 2020;Oh et al, 2023). Enhanced levels of employee engagement promote a more optimistic outlook and attitude toward the workplace and reduce turnover intentions (Gupta and Gomathi, 2022;Reissov a and Papay, 2021;Saleem et al, 2021).…”

Section: Employee Engagement and Employee Turnover Intentionsmentioning

confidence: 99%

Does employee engagement mediate the nexus of job resource and employee turnover intentions?

Otoo

2024

IIMTJM

View full text Add to dashboard Cite

PurposeEngaged employees assure organizational competitiveness and sustainability. The purpose of this study is to explore the relationship between job resources and employee turnover intentions, with employee engagement as a mediating variable.Design/methodology/approachData were collected from 934 employees of eight wholly-owned pharmaceutical industries. The proposed model and hypotheses were evaluated using structural equation modeling. Construct reliability and validity was established through confirmatory factor analysis.FindingsData supported the hypothesized relationship. The results show that job autonomy and employee engagement were significantly associated. Supervisory support and employee engagement were significantly associated. However, performance feedback and employee engagement were nonsignificantly associated. Employee engagement had a significant influence on employee turnover intentions. The results further show that employee engagement mediates the association between job resources and employee turnover intentions.Research limitations/implicationsThe generalizability of the findings will be constrained due to the research’s pharmaceutical industry focus and cross-sectional data.Practical implicationsThe study’s findings will serve as valuable pointers for stakeholders and decision-makers in the pharmacuetical industry to develop a proactive and well-articulated employee engagement intervention to ensure organizational effectiveness, innovativeness and competitiveness.Originality/valueBy empirically demonstrating that employee engagement mediates the nexus of job resources and employee turnover intentions, the study adds to the corpus of literature.

show abstract

Mediating Role of Employee Engagement on the Effect of Inclusion and Organizational Diversity on Turnover Intention

Cited by 6 publications

References 52 publications

Diversity Management and Work Engagement of Academic Staff of Kyambogo University, Uganda

Diversity Management and Work Engagement of Academic Staff of Kyambogo University, Uganda

Impact of person-job fit and person-organization fit on employee engagement: Moderating role of supervisor support

Does employee engagement mediate the nexus of job resource and employee turnover intentions?

Contact Info

Product

Resources

About