Positive organisation: The role of leader behaviour in work engagement and retention

Mendes, Fallen; Stander, Marius W.

doi:10.4102/sajip.v37i1.900

Cited by 100 publications

(74 citation statements)

References 53 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…Two studies found that leader empowering behaviour and engagement were linked. 178,187 Positive links were also found between authentic leadership and engagement, 239 while Wang and Hsieh 275 showed that this association was partially mediated by trust. Other aspects of leadership found to be positively associated with engagement were charismatic leadership 123 and supervisory coaching.…”

Section: Perceived Leadership and Managementmentioning

confidence: 99%

“…233 May et al 22 found that the association between job enrichment and engagement was fully mediated by experienced meaningfulness. One study 178 found a link between meaning and engagement. Two further studies have looked at meaning-making or meaning in work; Heuvel et al 251 found that meaning-making was unrelated to engagement and Ghadi et al 248 found that meaning in work was correlated with engagement and that meaning in work partially mediated the link between transformational leadership and engagement.…”

Section: Individual Psychological Statesmentioning

confidence: 99%

“…111 Three cross-sectional self-report studies have concluded that psychological empowerment is associated with engagement. 139,165,178 Stander and Rothmann 139 found that affective job insecurity moderated the link between psychological empowerment and engagement. Three studies 21,22,233 have found evidence linking experienced meaningfulness, safety and availability with engagement; these include William Kahn's seminal ethnographic study 21 and a four-wave survey.…”

Section: Individual Psychological Statesmentioning

confidence: 99%

See 2 more Smart Citations

Evaluating the evidence on employee engagement and its potential benefits to NHS staff: a narrative synthesis of the literature

Bailey

Madden

Alfes

et al. 2015

Health Services and Delivery Research

View full text Add to dashboard Cite

BackgroundRecent studies have suggested engagement is linked with beneficial outcomes for individuals and organisations. Despite growing demand for resources and advice on engagement within the NHS, there has been no systematic evaluation of how engagement strategies can be developed and operationalised within the NHS.Objectives and research questionsTo evaluate evidence and theories of employee engagement within the NHS and the general workforce to inform policy and practice. Four research questions focused on definitions and models of engagement; the evidence of links between engagement and staff morale and performance; approaches and interventions that have the greatest potential to create and embed high levels of engagement within the NHS; and the most useful tools and resources for NHS managers in order to improve engagement.Review methodsEvidence was evaluated using a narrative synthesis approach involving a structured search of relevant academic databases and grey literature. The search yielded a final data set of 217 items, comprising 172 empirical papers, 38 theoretical articles, four meta-analyses and three books. From the grey literature, only 14 items were used in the analysis.Main findingsThere is no one agreed definition or measure of engagement. Existing approaches were grouped under three headings: a psychological state; a composite attitudinal and behavioural construct; and employment relations practice. Most fell under the first category, with the Utrecht Work Engagement Scale being the most prevalent. Most theorising around engagement used the job demands–resources framework. Thirty-five studies considered engagement and morale, and the most consistent finding was a positive link between engagement and life satisfaction, and a negative link between engagement and burnout. Some studies suggested that engagement was positively associated with organisational commitment and job satisfaction and negatively linked to turnover intentions. Of 42 studies that looked at performance and engagement, the strongest support was found for a link between engagement and individual in-role performance and a negative link between engagement and counterproductive performance outcomes. A link between engagement and higher-level performance outcomes was also found. Of 155 studies that explored approaches and interventions that promote engagement, the strongest support was found for the following: positive psychological states including resilience; job-related resources and job design features; positive leadership; perceived organisational support; team-level engagement; training and development. Only a small proportion of studies were based in health-care settings, making the application of evidence to wider contexts limited. Studies identified in the grey literature suggested that the focus of practitioner material was more on wider managerial issues than on psychological factors.ConclusionsThe synthesis highlights the complex nature of the engagement evidence base. The quality of evidence was mixed. Most studies were cross-sectional, self-report surveys, although the minority of studies that used more complex methods such as longitudinal study designs or multiple respondents were able to lend more weight to inferences of causality. The evidence from the health-care sector was relatively sparse. Only a few studies used complex methods and just two had taken place in the UK. The evidence synthesis suggests that employers might consider several factors in efforts to raise levels of engagement including development and coaching to raise levels of employee resilience, the provision of adequate job resources, and fostering positive and supportive leadership styles.FundingThis project was funded by the National Institute for Health Research (NIHR) Health Services and Delivery Research (HSDR) programme.

show abstract

Section: Perceived Leadership and Managementmentioning

confidence: 99%

Section: Individual Psychological Statesmentioning

confidence: 99%

Section: Individual Psychological Statesmentioning

confidence: 99%

See 1 more Smart Citation

Evaluating the evidence on employee engagement and its potential benefits to NHS staff: a narrative synthesis of the literature

Bailey

Madden

Alfes

et al. 2015

Health Services and Delivery Research

View full text Add to dashboard Cite

show abstract

“…Studies reporting results on reasons why employees choose to leave or stay with a particular organisation (Bothma & Roodt, 2012;Du Plooy & Roodt, 2010;Greyling & Stanz, 2010;Griffeth, Hom & Gaertner, 2000;Kotzé & Roodt, 2005;Mendes & Stander, 2011) are gaining importance and most of them focus on a set of negative consequences associated with employee turnover (Bluedorn, 1982;Greyling & Stanz, 2010;Mobley, 1982;Roodt & Bothma, 1997). Corporate sustainability issues are gaining momentum and an example of this is the behaviour of the modern and informed investor who no longer assesses the quality of the organisation at present, but the organisation's risk management and whether it has established sustainability strategies pertinent to its business (King III Report, 2009).…”

Section: Introductionmentioning

confidence: 99%

Biographical and demographical variables as moderators in the prediction of turnover intentions

Plooy

Roodt

2013

SA j ind psychol

View full text Add to dashboard Cite

Orientation: The aim of the study was to explore the possible moderation effects of biographical and demographical variables on a prediction model of turnover intention (TI).Research purpose: The main purpose of the study was to determine how biographical and demographical variables have an impact on predictors of turnover intentions.Motivation for the study: Twenty-first century organisations face significant challenges in the management of talent and human capital. One in particular is voluntary employee turnover and the lack of appropriate business models to track this process.Research design, approach, and method: A secondary data analysis (SDA) was performed in a quantitative research tradition on the cross-sectional survey sample (n = 2429). Data were collected from a large South African Information and Communication Technologies (ICT) sector company (N = 23 134).Main findings: The results of the study confirmed significant moderation effects regarding race, age, and marital status in the prediction equations of TIs.Practical and managerial implications: Practical implications of the study suggested increased understanding of workforce diversity effects within the human resource (HR) value chain, with resultant evidence-based, employee retention strategies and interventions. Issues concerning talent management could also be addressed.Contribution and value-add: The study described in this article took Industrial/Organisational (I/O) psychological concepts and linked them in unique combinations to establish better predictive validity of a more comprehensive turnover intentions model.

show abstract

“…Delegating authority, emphasising accountability, encouraging self-directed decision-making, developing skills and coaching to promote innovation (Konczak, Stelly, & Trusty, 2000) will promote the autonomy satisfaction of employees and will contribute to competence satisfaction. Mendes and Stander (2011) found that promoting role clarity (by reducing role ambiguity and conflict) could promote experiences of competence, which affect the retention of employees.…”

Section: Discussionmentioning

confidence: 99%

Manager relations, psychological need satisfaction and intention to leave in the agricultural sector

2013

View full text Add to dashboard Cite

Orientation: If South African organisations are to retain talented and skilled staff, they need to consider the psychological needs of employees and their predictors.Research purpose: The aim of this study was to investigate the relationship between manager relations, the satisfaction of the psychological needs of employees and their intentions to leave.Motivation for the study: The effective retention of skilled employees is necessary in organisations in South Africa. However, studies on the psychological processes (and specifically the satisfaction of psychological needs), through which manager relations could promote the retention of staff, are necessary.Research design, approach and method: The authors used a cross-sectional survey design. They drew convenience samples of managers in agricultural organisations (N = 507) in South Africa. They administered the Manager Relations Scale, the Work-related Basic Need Satisfaction Scale and the Turnover Intention Scale.Main findings: The results confirmed a model in which manager relations affected the satisfaction of psychological needs and intentions to leave. Autonomy satisfaction mediated the relationship between manager relations and the intentions of employees to leave.Practical/managerial implications: Managers should participate in training on applying self determination theory to support the autonomy and the relatedness satisfaction of employees.Contribution/value add: This study contributes to the literature by exploring the processes through which manager relations influence the intentions of employees to leave

show abstract

Positive organisation: The role of leader behaviour in work engagement and retention

Cited by 100 publications

References 53 publications

Evaluating the evidence on employee engagement and its potential benefits to NHS staff: a narrative synthesis of the literature

Evaluating the evidence on employee engagement and its potential benefits to NHS staff: a narrative synthesis of the literature

Biographical and demographical variables as moderators in the prediction of turnover intentions

Manager relations, psychological need satisfaction and intention to leave in the agricultural sector

Contact Info

Product

Resources

About