The Effect of Workload, Supervisor Support and Co-Workers Support on Work Engagement among Teachers

Kaiyom, Sakinah Abd; Rahman, Rafiduraida Abdul; Mustaffa, Wan Salmuni Wan

doi:10.6007/ijarbss/v11-i8/10878

Cited by 4 publications

(3 citation statements)

References 33 publications

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“…Higher teacher salaries provide a dual benefit of retaining and attracting a more effective distribution of teachers. This supports the findings of Kaiyom et al (2021) which stated that due to the increasing workload, instructors are required to work after hours or remain late at work. During their leisure time, teachers might interact and engage in work-related activities.…”

Section: Resultssupporting

confidence: 90%

Correlates of organizational commitment: Basis for strategic intervention plan

Caballes,

Limos-Galay

2023

IJRSM

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The main objective of the study was to determine the extent of organizational commitment in DepEd Occidental Mindoro and its correlate, namely organizational identity and job satisfaction. The study involved 299 school heads and teachers from large schools in the province. A descriptive-correlation design was employed the findings revealed that organizational identity, in terms of professionalism, career progression, organizational culture, and organizational climate were all to a great extent. Regarding job satisfaction, the respondents expressed a great extent of satisfaction with supervision, colleagues, responsibility, and work itself while a moderate extent of satisfaction was observed for indicators such as working conditions, salary/benefits, advancement, security, and recognition. Surprisingly, affective, continuance and normative commitment are all described as moderate extent. Using Kendall`s Tau, positive relationships were identified among organizational identity and organizational commitment, organizational identity, and job satisfaction, and job satisfaction and organizational commitment. This suggests that any charges or increase in the extent of identity and job satisfaction may impact the overall organizational commitment. All indicators were described as either moderate or great extent, therefore, it is recommended to maintain or sustain these levels for a more effective human resource management. Thus, A strategic intervention plan is designed to elevate the extent of these three major elements which are believed to contribute to human resource production management.

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Section: Resultssupporting

confidence: 90%

Correlates of organizational commitment: Basis for strategic intervention plan

Caballes,

Limos-Galay

2023

IJRSM

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“…Organizational support which includes support from supervisors and co-workers can encourage employees to strive to achieve organizational goals in accordance with SET. This has been extensively researched (e.g., Kaiyom et al, 2021, Kim et al, 2017Yang et al, 2016). Good communication and relationships between supervisors and employees apply to all types of companies, including micro, small and medium enterprises (Tucker & Singer, 2015).…”

Section: Discussionmentioning

confidence: 99%

How can Organizational Support Increase Employee Motivation and Performance? Studies on Employees of MSMEs in Indonesia

ARIANI

2024

JHRMAD

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Purpose – This study aims to investigate how the supervisor support (SVS) and co-worker support (CWS) affects employees in micro, small and medium enterprises (MSME) in Yogyakarta, Indonesia. Aims(s) – This study tested and strengthened the results of previous research regarding how SVS and CWS increased the motivation and performance of employees in the MSME sector in Yogyakarta, Indonesia. Design/methodology/approach – This study used 426 employees who were collected using a questionnaire. After the questionnaire was declared valid and reliable using the data collected, it was continued with testing the research hypothesis using structural equation modeling (SEM) with a two-step approach. Findings – The results of this study found that employees do need support from supervisors and co-workers, so that all variables in this study are correlated. In addition, employee motivation was directly influenced by emotional CWS, while employee performance was influenced by instrumental CWS. SVS had no direct effect on motivation and performance but encouraged employees to provide support to their co-workers both emotionally and instrumentally. Limitations of the study – The limitations of this research were using cross-section data to test the mediation model and using self-assessment in filling out the questionnaire which caused common method variance. Future research would be better if longitudinal data and other ratings were used to overcome this problem. Practical implications – Supervisor support has an effect for increasing co-worker support. These two forms of support are very necessary in increasing employee motivation and performance. Originality/value – Unlike the results of previous research, this research found that leader support cannot immediately improve employees’ performance. Supervisor support was mediated by other variables, which in this case was co-worker support which can motivate employees to improve their performance.

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“…Rendahnya trust dapat memberikan pengaruh pada penurunan kinerja, tingkat stress tinggi, menghambat komunikasi, dan kecenderungan untuk tertutup dan tidak terlibat dalam proses diskusi (Howie, 2008). Dukungan pemimpin dan rekan kerja sejalan dengan social exchange theory serta hal ini memberikan pengaruh pada keterikatan kerja yang dimiliki, memberikan dampak pada kinerja dengan memberikan bantuan satu dengan yang lain, berbagi informasi, ide, serta saran jika seseorang mengalami permasalahan di tempat kerja (Kaiyom, Rahman, & Wan, 2021).…”

Section: Pembahasanunclassified

I Am Not Alone: Peran Kepala Sekolah dan Relasi Interpersonal selama Pembelajaran Daring

Kosasih

Yunanto

2022

JIPPG

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Perubahan yang masif dan cepat terjadi pada berbagai aspek kehidupan akibat pandemi COVID-19 yang memberikan dampak pada hampir seluruh negara di dunia. Tidak terkecuali dunia pendidikan yang juga harus menggunakan alternatif pembelajaran daring agar kegiatan belajar mengajar tetap dapat dilakukan. Guru harus beradaptasi, berinovasi, dan melakukan improvisasi dengan banyak metode ajar dan teknologi baru dalam waktu singkat. Dengan perubahan yang terjadi, peran kepala sekolah sebagai pemimpin menjadi suatu hal yang penting untuk mendukung dan memfasilitas guru selama pembelajaran. Tujuan penelitian ini adalah untuk mengeksplorasi peran kepala sekolah dan relasi interpersonal antar sesama guru dalam menghadapi pembelajaran daring. penelitia ini menggunakan metode penelitian kualitatif deskriptif. Pengumpulan data dilakukan melalui wawancara kualitatif kepada 1 orang kepala sekolah dan 2 orang guru yang masih bekerja aktif dan pernah mengajar kelas pembelajaran daring selama masa pandemi. Penelitian menunjukkan bahwa selama pembelajaran daring berlangsung, kepala sekolah yang memberdayakan, mendukung, dan memberikan otonomi membawa dampak positif bagi guru. Kepala sekolah yang inspiratif dan berperan sebagai role model dan hubungan dengan rekan kerja juga mempengaruhi cara guru dalam menghadapi masalah dan tantangan sehingga menimbulkan perasaan dihargai serta memberikan makna kerja yang positif. Perilaku kepemimpinan engaging leadership yang ditunjukkan kepala sekolah dan relasi interpersonal dapat diketahui memberikan dampak positif bagi guru selama masa pandemi.

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The Effect of Workload, Supervisor Support and Co-Workers Support on Work Engagement among Teachers

Cited by 4 publications

References 33 publications

Correlates of organizational commitment: Basis for strategic intervention plan

Correlates of organizational commitment: Basis for strategic intervention plan

How can Organizational Support Increase Employee Motivation and Performance? Studies on Employees of MSMEs in Indonesia

I Am Not Alone: Peran Kepala Sekolah dan Relasi Interpersonal selama Pembelajaran Daring

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