The psychological mechanism linking employee work engagement and turnover intention: A moderated mediation study

Rafiq, Muhammad; Wei, Weiwei; Chin, Tachia; Nasir, Muhammad

doi:10.3233/wor-192894

Cited by 52 publications

(59 citation statements)

References 76 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…More precisely, Bailey et al (2017) asserted that highly engaged employees have a lower level of turnover intention and enhanced performance. This is further supported by a recent study made by Rafiq et al (2019) who examined the mechanism linking work engagement to employee intention to leave in the media sector in Pakistan. Authors found out that work engagement turnover intention were negatively correlated while highlighting the contribution of trust on turnover intention reduction.…”

Section: Frontline Engagement Relationship To Employees' Intention To Quitsupporting

confidence: 61%

The Predominant Factors Affecting Frontline Employees’ Engagement: Case of the Lebanese Service Sector

Zoughaib¹,

Achi²,

Dirani³

et al. 2021

JBTP

View full text Add to dashboard Cite

The purpose of this study is to first identify the predominant factors shaping frontline employee engagement and then to explore the outcomes of the employees’ engagement within the context of the service sector in Lebanon. The main theory used to ground the research is the explanatory power of the Social Exchange Theory (SET). A qualitative ethnographic method was used to explore the salient drivers and outcomes of employees’ engagement. The qualitative approach was implemented by observing and informally interviewing frontline employees, and by gathering documentary data for a greater understanding of this phenomenon. Findings show that supervisor support, organizational support, training, distributive justice and procedural justice appeared to be significant drivers of employee engagement. It was also evident that personal resources and self-efficacy have a significant moderator effect between supervisor support, distributive justice and employee engagement. Moreover, employee organizational commitment, intention to quit and organizational citizenship behaviors revealed to be the direct outcomes of employees’ engagement. This study is among the first undertaken in the Lebanese context. The findings shall help to close the gap in the reported literature about the topic and will serve HR decision makers as new knowledge for future endeavors.

show abstract

Section: Frontline Engagement Relationship To Employees' Intention To Quitsupporting

confidence: 61%

The Predominant Factors Affecting Frontline Employees’ Engagement: Case of the Lebanese Service Sector

Zoughaib¹,

Achi²,

Dirani³

et al. 2021

JBTP

View full text Add to dashboard Cite

show abstract

“…According to the conservation of resources (COR) theory [16], people with more powerful psychological forces may be better equipped to cope with stressors emerging from adverse work conditions, as the perceived threat of losing valuable resources is relatively low. Scholars have revealed that, in turbulent times, embedded employees are less motivated to leave their jobs and feel more satisfied with their life because their abundant resources reduce their sense of anxiety [17,18]. Following this theoretical logic, we further argue that job embeddedness that reflects a collection of critical psychological resources [19] should be taken into consideration when identifying key moderators of JI–LS relations in an insecure or unstable work environment.…”

Section: Introductionmentioning

confidence: 91%

Three-Way Interaction Effect of Job Insecurity, Job Embeddedness and Career Stage on Life Satisfaction in A Digital Era

Rafiq

Chin

2019

IJERPH

Self Cite

View full text Add to dashboard Cite

Along with the severe global employment challenges caused by the rapid rise of digital technologies, the job insecurity (JI)–life satisfaction (LS) association has attracted increasing attention. However, there is still a dearth of studies investigating the crucial boundary conditions of JI–LS relationships in non-Western contexts. To fill this gap, we choose China, the world’s largest emerging economy, which is undergoing a radical digital transformation, as our research setting. Building on the conservation of resource (COR) theory, we focus on exploring two critical buffers of the JI–LS mechanism, of which job embeddedness (JE) characterizes a significant psychological resource and career stage embodies the time dynamics of this model. Data were collected from a sample of 317 Chinese media organization employees and were analyzed by the moderated hierarchical multiple regression approach. Our results show that JI is negatively related to LS and this relationship becomes stronger when employees have low JE (vs. high). Further, this two-way interaction is moderated by career stage; the impact of JI on LS is (1) stronger only for mid–late career stage employees who experienced low JE, and (2) weaker also only for mid–late career stage employees who experienced high JE. This study enriches the existing body of knowledge on the JI–LS model by highlighting the three-way interaction effect of JI, a critical psychological resource (i.e., JE), and time effect (i.e., career stage) on LS; it implies that older people with a certain amount of career experience and resource accumulation may perceive the effect of JI on LS differently than younger people.

show abstract

“…Scholars believed that work engagement is one of the primary factors leading to a sense of happiness at work [82]. Conversely, voluntary turnover is still a challenge toward organizational management because it may involve significant costs such as loss of professional human resources, increasing expenditure of recruiting and training replacement, and worsening service quality [83][84][85].…”

Section: The Moderating Role Of Perceived Corporate Hypocrisymentioning

confidence: 99%

“…To prevent potential confounding effects, this study used age, sex, education, and organizational tenure as control variables. The reason was that previous studies showed these variables may influence outcome variables [12,82,104].…”

Section: Control Variablesmentioning

confidence: 99%

Consistency or Hypocrisy? The Impact of Internal Corporate Social Responsibility on Employee Behavior: A Moderated Mediation Model

Chang

Lin

2021

Sustainability

View full text Add to dashboard Cite

Adopting social identity theory, this study examined the process linking the relations between internal corporate social responsibility (InCSR), work engagement, and turnover intention by focusing on the mediating influence of organizational identification and the moderating role of perceived corporate hypocrisy. Data were obtained from 311 medical staff (excluding supervisors and managers) of a public regional teaching hospital in Taiwan. The results revealed that employees are more dedicated to work and less inclined to leave the firm if they perceive that InCSR is implemented within the firm. However, if an employee perceives corporate hypocrisy of inconsistency between communication and actual actions, it may have the opposite effect on employees. Likewise, the higher the level of perceived corporate hypocrisy, the lesser the positive effect of InCSR on employee behavior. Finally, the implications, limitations, and suggestions for future research were discussed.

show abstract

The psychological mechanism linking employee work engagement and turnover intention: A moderated mediation study

Cited by 52 publications

References 76 publications

The Predominant Factors Affecting Frontline Employees’ Engagement: Case of the Lebanese Service Sector

The Predominant Factors Affecting Frontline Employees’ Engagement: Case of the Lebanese Service Sector

Three-Way Interaction Effect of Job Insecurity, Job Embeddedness and Career Stage on Life Satisfaction in A Digital Era

Consistency or Hypocrisy? The Impact of Internal Corporate Social Responsibility on Employee Behavior: A Moderated Mediation Model

Contact Info

Product

Resources

About