The path from social and organizational resources to satisfaction: the mediating role of academic engagement and the moderating role of psychological capital

Abstract

PurposeThis study draws on the Job Demands-Resources (JD-R) model to analyze if (1) social and organizational resources impact students' satisfaction, via academic engagement, and (2) psychological capital moderates the mediating path.Design/methodology/approachTo test our hypotheses, the authors collected data from two well-established higher education institutions (HEIs), in which 840 students participated.FindingsAdditionally, the results demonstrated that the indirect relationship between resources and satisfaction through academic engagement was conditional on the individual's levels of psychological capital, in such a way that it became stronger for those who presented lower levels of psychological capital, compared to those with higher levels. The students' satisfaction can be an indicator of the institution's perceived quality, in addition to positioning the HEI as a healthy organization.Research limitations/implicationsThe cross-sectional design of the study is a limitation.Practical implicationsThe students' satisfaction levels can be an indicators of the institution's perceived quality, in addition to positioning the HEI as a healthy organization. Thus, these conclusions can contribute to guiding the actors of HEIs in designing and promoting interventions to promote students' satisfaction.Originality/valueHowever, the study presents some guidelines for academic and organizational practice, namely regarding the relevance of resources for increasing academic engagement and, consequently, satisfaction.

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Perceived Employer Branding, Employee Engagement and Employee Outcomes: A Proposed Mediation Model

“…Based on the motivational process and reciprocity principle, job resources received by an employee help them complete their tasks and satisfy their basic needs of autonomy, competence, and relatedness, which lead to engagement and concomitant attitudes and behaviours (Schaufeli, 2017;Gouldner, 1960). Previous literature has examined the mediating role of employee engagement between job resources such as autonomy, feedback, social support, innovative culture, and growth opportunities and the resulting attitudes and behaviours of job satisfaction, organisational commitment, turnover intentions, task performance, and OCB (Albrecht & Marty, 2020;Bakker & Demerouti, 2014;Junça Silva et al, 2022;Naveed et al, 2022).…”