The Role of Needs-Supplies Fit and Job Satisfaction in Predicting Employee Engagement

Basit, Ameer A.; Arshad, Rasidah

doi:10.17576/pengurusan-2016-47-01

Cited by 12 publications

(9 citation statements)

References 45 publications

(113 reference statements)

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“…First, in line with earlier research showing internal consistency reliability of the JES ranged from 0.88 to 0.96 (e.g., Alfes et al, 2012;Basit & Arshad, 2016;Byrne et al, 2016;Chen et al, 2014;He et al, 2013;Rich et al, 2010;Shuck et al, 2014), the JES in the present study showed excellent internal consistency reliabilities well above the cutoff criteria of 0.70 (Nunnally & Bernstein, 1994) for both Pakistan (α = 0.97) and Malaysia (α = 0.95).…”

Section: Discussionsupporting

confidence: 90%

“…Earlier studies utilizing the JES on Western samples have shown good psychometric properties of this scale and supported its three-factor structure (e.g., Alfes, Shantz, Truss, & Soane, 2012;Basit & Arshad, 2016;Byrne, Peters, & Weston, 2016;Chen, Yen, & Tsai, 2014;He, Zhu, & Zheng, 2014;Rich et al, 2010;Shuck, Twyford, Reio, & Shuck, 2014). However, application of the JES in Asia is relatively limited.…”

Section: Introductionmentioning

confidence: 86%

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Psychometric Properties of the Job Engagement Scale: A Cross-Country Analysis

Basit

Chauhan

2017

J.manag.res

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Section: Discussionsupporting

confidence: 90%

Section: Introductionmentioning

confidence: 86%

Psychometric Properties of the Job Engagement Scale: A Cross-Country Analysis

Basit

Chauhan

2017

J.manag.res

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“…As such, this study assumes that N-S fit is critically crucial for TGs who perceive money as their key motivation during COVID-19 to sustain a living. N-S fit could mediate the relations between psychological meaningfulness and employee engagement, as well as to improve employee job satisfaction by establishing employee feelings of meaningfulness and safety (Basit & Arshad, 2016). Employees with high job satisfaction feel that the organization is concerned to meeting their needs which will encourage them to give back by improving their job engagement at work.…”

Section: The Relationship Between P-o Fit P-j Fit and P-g Fit With 'J...mentioning

confidence: 99%

“…In addition, a continuous effort of human resource development policies will assist organizations to improve their employer branding, which eventually improves employees' commitment and motivation (Lee & Bruvold, 2003). Furthermore, N-S fit will also improve employee engagement and job satisfaction (Basit & Arshad, 2016). Therefore, it is important to strengthen N-S fit and TGs 'career' orientation to improve their MoW.…”

Section: The Relationship Between P-o Fit P-j Fit and P-g Fit With 'C...mentioning

confidence: 99%

Conceptualizing Person-environment Fit and the Meaning of Work for Tourist Guides in Malaysia During and Post COVID-19 Pandemic

Dousin

Kler

2022

IJHRS

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This paper aims to conceptualizes the influence of person-environment fit (P-E fit) towards the meaning of work (MoW) for tourist guides (TGs) in Malaysia during and post-COVID-19 pandemic. TGs are key frontline workers whose employment is affected by the pandemic. A multilevel construct of P-E fit is adopted (person-organizational fit, person-job fit, and person-group fit) conceptualized as a correlation towards the tripartite work orientation of the MoW (job, career and calling). Four propositions emerge. Junior TGs view their work as a job and/or career; senior TGs perceive their work as a calling. Secondly, person-organizational fit and person-group fit has no influence with ‘job’, while person-job fit could partially influence ‘job’ where demands-abilities has no influence on ‘job’ but need-supplies fit influences ‘job’. Next, person-organization fit and person-job fit correlate with guides’ ‘career’ but not with person-group fit. Finally, all three fits relate to ‘calling’. TGs with a ‘job’ relationship possess low meaning of work; ‘career’ has moderate meaning of work, and ‘calling’ experience high meaning of work. Practitioners benefit from knowledge of levels of correlations between constructs; useful for implementing resilience strategies for post crisis and beyond. A thorough understanding among TGs to remain engaged and motivated is useful for training courses.

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“…Resources and support, commonly termed 'perceived organisational support', refer to anything provided by organisations for employees to perform their work tasks (Abas, Omar, Halim & Hafiz, 2016). Past studies indicate that organisational support has positive impact on employees (Kim, Eisenberger, & Baik, 2016;Basit & Arshad, 2016). Resources and support can be anything perceived by employees that assist them in the achievement of their work goals (Halbesleben, Neveu, Paustian-Underdahl, & Westman, 2014).…”

Section: H3:career Awareness and Interests Have Significant Impact On...mentioning

confidence: 99%

Individual Work Performance Success Factors: Revisiting the Human Performance System Model

Ismail

Rosdi

2022

JBMA

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The work performance of individual employees plays an important role in increasing the labour productivity of a nation in the long term. Past studies have revealed models of work performance factors. However, the human performance system model offers a relatively more detailed and comprehensive range of determinants of individual work performance which is seemingly absent from past studies. The model’s six work performance determinants are performance specification, task support, consequences, feedback, skills/knowledge and individual capacity. A questionnaire was designed to identify research variables from each work performance determinant in the model. A pilot study was conducted to finalise it. The seven factors in our study are: competency, self-efficacy, career awareness and interests, resources and support, incentives and rewards, performance targets, and performance feedback. Data were obtained based on stratified random sampling of 4,000 employees from different job levels in the Information Technology and Network Division of a telecommunication company which yielded 3,529 final responses. The results show that out of these seven factors, performance feedback was not significant and that only the incentives and rewards factor is negatively significant with work performance. Thus, it is important for the organisation to focus on competency, self-efficacy, career awareness and interests, resources and support, and performance targets to increase labour productivity; and at the same time, carefully look into the dimensions of incentives and rewards for the benefit of a nation.

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The Role of Needs-Supplies Fit and Job Satisfaction in Predicting Employee Engagement

Abstract: penawaran-keperluan; kepuasan kerja; self-in-role view; Malaysia

Cited by 12 publications

References 45 publications

Psychometric Properties of the Job Engagement Scale: A Cross-Country Analysis

Psychometric Properties of the Job Engagement Scale: A Cross-Country Analysis

Conceptualizing Person-environment Fit and the Meaning of Work for Tourist Guides in Malaysia During and Post COVID-19 Pandemic

Individual Work Performance Success Factors: Revisiting the Human Performance System Model

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