Supervisor support, work engagement and turnover intentions: evidence from Indian call centres

Pattnaik, Subash Chandra; Panda, Narendra

doi:10.1108/jabs-08-2019-0261

Cited by 38 publications

(46 citation statements)

References 63 publications

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“…Servant leadership is known to provide followers with emotional support, feedback or resources and is, therefore, conceptually related to a leader’s use of emotions. That study’s outcome is consistent with the results of a simulation study in which a leader’s positive affect was strongly associated with follower intrinsic motivation (Kraiger et al , 1989; Pattnaik and Panda, 2020).…”

Section: Perceived Leader Use Of Emotions Follower Need Satisfaction ...supporting

confidence: 87%

Follower psychological need satisfaction as a mediator between leader and follower use of emotions and follower job performance

Widianto

Wilderom

2021

JABS

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Purpose The purpose of this paper is to test whether follower psychological need satisfaction, a key variable in the self-determination theory (SDT), mediates between both follower and leader use of emotions and follower job performance. Design/methodology/approach The authors surveyed health-care professionals who were employed by various organizations, and at the same time, were enrolled in a bachelor and part-time MSc program at an Indonesian university (N = 220). Structural equation modeling was used to test the two hypothesized mediation effects. Findings The results show that to get high follower job performance, both leaders and followers must be proficient in using their own emotions in constructive ways. Both significant associations were mediated by follower psychological need satisfaction. In addition, follower use of emotions was also directly related to follower job performance, indicating partial mediation. Originality/value By examining the emotional intelligence dimension “use of emotions” by both followers and their leaders, and by pointing to the importance of the constructive use of their emotions at work, the authors extend the SDT. Two probable affective mechanisms, which precede the job performance effects of satisfying followers’ psychological needs, were identified from the results.

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Section: Perceived Leader Use Of Emotions Follower Need Satisfaction ...supporting

confidence: 87%

Follower psychological need satisfaction as a mediator between leader and follower use of emotions and follower job performance

Widianto

Wilderom

2021

JABS

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“…When job demands increase, employees mobilises the physiological and psychological costs such as increased sympathetic activity, fatigue and irritability to maintain the performance level (Schaufeli et al, 2009). Continuous mobilisation of these compensatory efforts may lead to negative emotional and job outcome such as turnover intentions, burnout, low job satisfaction (Pattnaik and Panda, 2020), chronic exhaustion and physical health problems (Bakker and Demerouti, 2018).…”

Section: Job Demand-resources Modelmentioning

confidence: 99%

“…In this instance, the JD-R model provides an explanatory framework to clarify how employee perceptions of workplace digitalisation are linked to employee engagement. The JD-R model describes that job demands and job resources could predict employee behaviour (such as employee engagement) (Imperatori, 2017;Pattnaik and Panda, 2020;Schaufeli and Bakker, 2004). Job demands strain employees' energy, increases stress, burnout and lower engagement, but job resources provide employees with the basic needs and motivation to employees to focus their energetic and cognitive resources at work, thus, positive to employee engagement (Pattnaik and Panda, 2020).…”

Section: Relationship Between Workplace Digitalisation and Employee Engagementmentioning

confidence: 99%

Do digital literacies matter in employee engagement in digitalised workplace?

Chan

Hooi

Ngui

2021

JABS

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Purpose This study aims to understand the role of digital literacies as a moderator between employee engagement and its antecedents, namely, workplace digitalisation and innovative culture. Design/methodology/approach A total of 256 valid samples were used in the analysis. The respondents were individuals used as management-level executives in companies located in Selangor/Kuala Lumpur. The model was tested using structural equation modelling. Findings The findings reveal that there exists a significant association between employee engagement and its antecedents, namely, workplace digitalisation and innovative culture. Digital literacies are found to moderate the relationships between workplace digitalisation-employee engagement and innovative culture-employee engagement. Practical implications This paper provides new insight to the practitioners about the role of digital literacies in raising employee engagement in the digital workplace. Originality/value These findings enrich the literature on employee engagement, whereby, improving employee digital literacies strengthens employee acceptance to workplace digitalisation and benefit from the innovative culture to stay engaged.

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“…A study by Pattnaik and Panda (2020) reported that high supervisor support led to high-quality relationships between supervisors and their employees, which, in turn, influenced the engagement levels among Indian call center employees. Applying the same logic advanced by SET, employees with high work engagement rewarded the organization with reduced levels of intention to leave the organization (Saks, 2019).…”

Section: Workplace Social Support and Work Engagementmentioning

confidence: 99%

The Role of Workplace Spirituality and Workplace Support Determining Work Engagement among Employed Cancer Survivors

Musa¹,

Hamzah²,

Muda³

et al. 2021

IJARBSS

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This study investigated the antecedents of work engagement, with special focus on the influence of workplace spirituality of employees who were cancer survivors. Work engagement refers to a positive, fulfilling, work-related state of mind characterizing employees who work hard and persist despite difficulties. Employees with high levels of work engagement are deeply involved in what they do and are happily absorbed in their work. This study was aimed at identifying the influence of workplace spirituality and work-place support in work engagement among employed cancer survivors. A quantitative research paradigm was adopted, with a cross-sectional design using data collected from cancer survivors registered at the Hospital Kuala Lumpur. A total of 270 participants in this study were randomly selected by inclusive criteria sampling. It was found that there is positive relationship between work engagement, workplace spirituality and workplace social support among the participants. The findings further indicated that workplace spirituality and workplace social support were important constructs which influence work engagement. This study highlights the importance of workplace spirituality in improving work engagement among cancer survivors in Malaysia.

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Supervisor support, work engagement and turnover intentions: evidence from Indian call centres

Cited by 38 publications

References 63 publications

Follower psychological need satisfaction as a mediator between leader and follower use of emotions and follower job performance

Follower psychological need satisfaction as a mediator between leader and follower use of emotions and follower job performance

Do digital literacies matter in employee engagement in digitalised workplace?

The Role of Workplace Spirituality and Workplace Support Determining Work Engagement among Employed Cancer Survivors

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