The antecedents of employee engagement and their effect on public sector service delivery: The case study of government departments in Harare

Wushe, Tawaziwa; Shenje, Jacob

doi:10.4102/sajhrm.v17i0.1082

Cited by 18 publications

(33 citation statements)

References 28 publications

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“…Work engagement refers to employees approaching tasks with more energy, sustained effort and pride, while being inspired and challenged (Schaufeli et al, 2002a;Sonnentag, 2017). Engagement plays an important role in public service delivery, affecting employees' loyalty, productivity, capacity to care for communities and overall stakeholder value (Benham, 2017;Wushe and Shenje, 2019). Past studies show that prolonged occupational stressors, such as emotional labour, political interference and severely reduced funding, lead to job burnout (Hsieh, 2014;Jeung et al, 2018;Ravalier et al, 2014) and lower engagement (Lavigna, 2013).…”

Section: Introductionmentioning

confidence: 99%

“…Public sector employees have distinct demands and stressors, including political interference, public expectations, multiple accountabilities, insufficient resources and bureaucracy (Borst, 2018; Borst et al., 2019; De Simone et al., 2016). Cost-cutting, demographic changes and the demand for effective services and careful resource planning create pressure in the sector (Jurisch et al., 2013; Wushe and Shenje, 2019). Similar to private organisations, public organisations must make procedural and structural changes (Khan and Khandaker, 2016).…”

Section: Introductionmentioning

confidence: 99%

“…Research on personal resources and its outcomes focuses mostly on public service motivation (PSM) (Bakker, 2015; De Simone et al., 2016; Ritz, 2009), compassion (Eldor, 2018) and personality characteristics (Mhlanga et al., 2019). Research on the causes of job burnout and work engagement (Borst, 2018; Borst et al., 2019; Carlotto and Câmara, 2019; Wushe and Shenje, 2019; Ziapour and Kianipour, 2015), and the role of other personal resources, is encouraged (Mhlanga et al., 2019; Ziapour and Kianipour, 2015). This study sought to fill this gap in public sector research on employees’ psychological well-being and investigate the role of three personal resources – psychological capital (PsyCap), mindfulness and self-leadership – in the burnout and work engagement of public sector employees.…”

Section: Introductionmentioning

confidence: 99%

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The relationship between public service employees’ personal resources and psychological well-being

Kotzé

2021

International Review of Administrative Sciences

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The study investigates the mediating role of psychological capital in the relationship between personal resources (mindfulness, self-leadership) and psychological well-being (burnout, work engagement) for a sample of 226 public sector employees in South Africa. Both mindfulness and self-leadership have a statistically significant positive influence on psychological capital, while psychological capital mediated the relationship between both mindfulness and work engagement, and mindfulness and burnout. psychological capital also mediates the relationship between both self-leadership and engagement, and self-leadership and burnout. Psychological capital has a statistically significant positive influence on work engagement and a statistically significant negative influence on burnout. The results show that mindfulness and self-leadership strategies can enhance psychological capital, reducing burnout and increasing engagement. Point for practitioners The public sector requires energised employees to serve the public despite demanding circumstances. Therefore, management must find ways to support employees in increasing work engagement levels and avoiding burnout. Since personal resources (mindfulness, self-leadership, psychological capital) are shown to enhance engagement and decrease burnout, managers and human resource managers can build these individual resources through training and development, and consider them in recruitment processes.

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Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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The relationship between public service employees’ personal resources and psychological well-being

Kotzé

2021

International Review of Administrative Sciences

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“…The Social Exchange Theory is also utilized in numerous studies to forecast individual behavior (Uddin et al, 2019 ). The model provides a theoretical basis for comprehending why employees choose to be either more or less engaged at work (Wushe and Shenje, 2019 ). The Social Exchange Theory is also a method of rewarding an employer based on an employee's level of engagement (Ibrahim et al, 2021 ).…”

Section: Theoretical Underpinningsmentioning

confidence: 99%

Employee engagement during COVID-19 in Malaysia

Mustaffa

Lajuma²,

Wider³

2022

Front. Sociol.

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This objective of this study was to examine the effects of communication, training and development, and transformational leadership on employee engagement during COVID-19 in Malaysia. Four hundred individuals were recruited, and data were analyzed using partial least square structural equation modeling (PLS-SEM). Communication, training and development, and transformational leadership were found to positively affect employee engagement. In the midst of the COVID-19 outbreak, this study investigated the aforementioned factors as part of the reciprocal process between the employee and the employer and their effects on employee engagement, thereby making original theoretical contributions. This study also provides vital insights for businesses to consider when designing effective employee engagement plans for future well-being in the workplace.

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“…According to Ohemeng et al (2019), there is a strong link between employee engagement and organizational performance in the public sector in Ghana. Wushe and Shenje (2019) affirm this claim by stating that employee engagement in a big way influences employee's conception of their employee relationships and understanding of their roles in realizing organizational goals in Ghanaian organizations in the public sector.…”

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confidence: 95%

Employee Engagement and Non-financial Performance of National Treasury, Nairobi City County, Kenya

Kibara¹,

Kiiru²

2021

jbmed

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Performance of the National Treasury is of critical importance since it affects service delivery of other public entities. Low performance levels posted by the National Treasury has drawn a lot of attention from the citizens and corporate stakeholders especially with the ever increasing public debt, challenge in policy formulation and the challenge of adapting to information technology dynamics. Through Employee engagement, both public and private organisations attempt to improve organisational non-financial performance. Employee engagement includes practices such as job design, communication, leadership and rewards. Although many organizations have made efforts to enhance organizational performance, the measures of organizational performance they have adopted have not been appropriate especially for public and non-profit making organizations, for instance; relying on financial performance measures. The general objective of this study therefore was; to establish the effects of employee engagement and non- financial performance of National Treasury in Nairobi, Kenya. The findings of this study would be of great benefit to the National Treasury, Kenya and to all organization in the public. The study was guided by the following specific objectives; to assess the effects of job design, leadership, communication and rewards on organizational performance in the public sector in Kenya. This study was anchored on the Work Adjustment Theory, Stakeholder Theory, Social Exchange Theory and Vroom’s Expectancy Theory. This study adopted a descriptive research design. The target population was made up of 876 staff of the national treasury and using stratified sampling technique, a sample of 269 was included in the study. Primary data was collected using a questionnaire. Analysis of data was done using descriptive analysis and inferential analysis. A positive and significant effect was established between job design, leadership, communication and rewards on performance. The study concludes that the job design specifies the contents and procedures of performing the task in the organization. Hence, it helps in designing organizational structure. Leadership is vital for both in building the strength and power of the organization and in helping to manage relationships and resources. When managers and senior staff are good communicators themselves, they can expect to bring out each individual’s best skills and increase performance and through reward systems the employee will feel more motivated to work harder by having a reward system in place the employee will feel more committed to their work and their productivity will increase. The study recommends that through reward systems the employee will feel more motivated to work harder by having a reward system in place the employee will feel more committed to their work and their productivity will increase. The organization should the organization should establish its leadership standards and define the areas where managers need to excel in terms of directing the work of others. The organizational management should create a job description that eliminates ambiguity by clarifying the responsibilities and expectations for each member of your organization. The management of the organization magnify employee recognition by publicizing employee accomplishments across multiple forums such as company newsletters, dashboards and in team meetings.

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The antecedents of employee engagement and their effect on public sector service delivery: The case study of government departments in Harare

Cited by 18 publications

References 28 publications

The relationship between public service employees’ personal resources and psychological well-being

The relationship between public service employees’ personal resources and psychological well-being

Employee engagement during COVID-19 in Malaysia

Employee Engagement and Non-financial Performance of National Treasury, Nairobi City County, Kenya

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