The relationship between barriers to change and the work engagement of employees in a South African property management company

Bell, Elsabé; Barkhuizen, Nicolene

doi:10.4102/sajip.v37i1.935

Cited by 15 publications

(14 citation statements)

References 22 publications

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“…Bell and Barkhuizen (2011) reported significant correlations between work engagement and ethnicity in a South African sample. More specifically, white participants scored significantly higher across all three dimensions of work engagement than coloured participants.…”

Section: Work Engagementmentioning

confidence: 98%

The relationship between demographic variables and well-being of women in South African workplaces

Geldenhuys

Henn

2017

SA j. hum. resour. manag.

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Orientation: It is important to investigate the determinants of well-being among working women. Given the unique demographic diversity within the South African context, differences in the experience of well-being among women are expected.Purpose: The study investigated the effects of age, race, marital status and educational status on psychological meaningfulness, life satisfaction, work–family conflict and social support of working women.Motivation: With the increase of women in the workplace, there is a need for knowledge and understanding of the factors that influence the well-being of women. This study aims to investigate demographic variables as determinants of well-being among working women.Method: Cross-sectional surveys were used to gather data from a sample (n = 540) of women from various South African companies. The Utrecht Work Engagement Scale (UWES), the Psychological Meaningfulness Scale (PMS), the Satisfaction with Life Scale (SWLS), the WorkRole Conflict Scale and the Job Demands Resources Scale (JDRS) were administered.Results: Significant relationships were found between life satisfaction, work-to-family conflict and work engagement, respectively, and marital status. Higher levels of education showed significant relationships with life satisfaction and work-to-family conflict. Being white showed significant positive relationships with life satisfaction, work-to-family conflict and work engagement. With regard to social support and psychological meaningfulness, race explained significant amounts of variance in psychological meaningfulness, as did age.Practical, managerial and methodological implications: The findings indicate that the experiences of well-being among women vary by age, race, marital status and educational status. It is therefore imperative that human resource practitioners appropriately measure these differences, accommodate them in policies through relevant supportive practices and also champion these practices for women.

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Section: Work Engagementmentioning

confidence: 98%

The relationship between demographic variables and well-being of women in South African workplaces

Geldenhuys

Henn

2017

SA j. hum. resour. manag.

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“…Schaufeli and Bakker (2003) expressed vigour and dedication as the most important dimensions of work engagement. Absorption, on the contrary, is characterised by one being satisfied with and immersed in work to the extent to which the individual encounters an optimal experience (Bell & Barkhuizen, 2011;Csikszentmihalyi, 1990).…”

Section: Work Engagementmentioning

confidence: 99%

The influence of organisational rewards on workplace trust and work engagement

Victor

Hoole

2017

SA j. hum. resour. manag.

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Orientation: In volatile and competitive business environments, organisations are faced with challenges to retain talented workers. Employees are increasingly leaving their jobs for a number of reasons, one of them being a perceived lack of adequate reward practices. Consequently, this has impacted on employee work engagement and confidence and trust in organisations.Research purpose: The study sought to determine whether there is a relationship between rewards, trust and engagement, as well as whether rewards are able to predict trust and engagement in the South African workplace.Motivation for the study: Organisations can no longer solely rely on extrinsic rewards to retain talent. Companies must draw on both extrinsic and intrinsic reward strategies to improve retention levels through endorsing higher levels of workplace trust and work engagement levels.Research design, approach and method: A quantitative, exploratory and cross-sectional research design was utilised. Non-probability sampling using questionnaires consisting of scales from the Job Satisfaction Survey, Intrinsic Motivation Inventory, Psychological Meaningfulness Scale, Basic Needs at Work Scale, Workplace Trust Survey and Utrecht Work Engagement Scale were administered to a sample (N = 251) of South African employees in various industries within the Gauteng region.Main findings: Results indicated that there is a moderate-to-strong positive relationship between the three constructs, and that rewards are able to predict trust and engagement.Practical and managerial implications: The findings provide insight for behavioural practitioners to potentially draw upon when improving talent management strategies. Both extrinsic and intrinsic rewards are important factors in keeping employees engaged and ultimately retaining them.Contribution: The study provided insight into the influence that organisational rewards may have on workplace trust, work engagement and retaining employees. Findings contribute towards improving talent management strategies.

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“…In times of uncertainty, however, employees may disagree with organizational leaders, and show cynicism toward organizational change process (Brown & Cregan, ; Reichers, Wanous, & Austin, ). Hence, high levels of work engagement—the degree to which employees link their own identity with that of their role in an organization—is one of the most important factors to consider when managing organizational change (Bell & Barkhuizen, ).…”

Section: Introductionmentioning

confidence: 99%

The impact of trust in leadership on organizational transformation

Islam¹,

Furuoka²,

Idris³

2020

Glob Bus Org Exc

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During periods of transformation or in other uncertain and volatile business environments, high levels of work engagement-the extent to which employees identify with their role in an organization-enable leaders to implement change more effectively. A study conducted in Bangladesh's banking sector explores the influence of transformational leadership on work engagement and examines the mediating effect of trust in that relationship. Taking place in a context of significant organizational change, the study shows that a transformational leadership approach enhances work engagement. It also shows that the influence that a transformational leader has on the level of work engagement is subject to the degree of trust that employees have in their leader. The findings highlight the need to foster bonds between leaders and their followers and to pay close attention to the most critical antecedents of trust in leadership.

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The relationship between barriers to change and the work engagement of employees in a South African property management company

Cited by 15 publications

References 22 publications

The relationship between demographic variables and well-being of women in South African workplaces

The relationship between demographic variables and well-being of women in South African workplaces

The influence of organisational rewards on workplace trust and work engagement

The impact of trust in leadership on organizational transformation

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