The roles of job satisfaction, well-being, and emotional intelligence in enhancing the teachers' employee engagements

Abstract

Employee engagement is a sizzling issue that has been discussed in recent years. Employee engagement makes employees feel involved and enthusiastic in doing their work so that they would give their best for the success of the organization. The aim of this study is to analyze the effects of job satisfaction, well-being, and emotional intelligence to the teachers' employee engagements at SDS Pelangi Kasih Jakarta. This is important because a teacher plays a key role in achieving the goals of education. The data were gained through a survey by distributing the questionnaires to 65 teachers who are working at SDS Pelangi Kasih. The study used a quantitative approach with the PLS-SEM method to evaluate the measurement model (an outer model) and the structural model (an inner model). The data were processed using the SmartPLS 3.0. program. The results have indicated that job satisfaction, well-being, and emotional intelligence had positive effects on the teachers' employee engagements at SDS Pelangi Kasih Jakarta.

Impact of Technology Readiness and Techno Stress on Teacher Engagement in Higher Secondary Schools

“…Interpersonal interactions are esteemed in learning process as the subject matter of their concern is human beings who are more concerned about the nonverbal clues of the relationship than of the official learning channels. Faculty engagement contributes to higher levels of academic freedom and flexibility to maintain an innovative and creative teaching models in the classrooms to accomplish advanced student learning outcomes (Sharma & Kamal, 2020;Sudibjo & Sutarji, 2020). The higher level of teacher engagement provides an effortlessness or free-flow in education process in which teachers and students could fully immersed in learning process with a feeling of energized focus, full involvement and enjoyment as proposed by Mihaly Csikszentmihalyi (Csikszentmihalyi, 1997(Csikszentmihalyi, , 2020.…”

The Grid of Burnout, Engagement and Job Satisfaction: a Case Study in Greece

“…In other words, the "bond" between engagement to work and internal satisfaction with work arises remarkably, evoking thoughts about how important it is to have people who enjoy their work at its very nature, if work engagement is the desired goal. Job satisfaction's positive effect on work engagement was highlighted in the study by Sudibjo & Sutarji (2020), and in the research of Goering et al (2017) where emerged that on average, work engagement relates to higher levels of job satisfaction; nevertheless, in the later study, given the high degree of heterogeneity, there exist subgroups within the population where high scores of work engagement led to lower scores of job satisfaction, witnessing a variety of factors, many of which have not yet been addressed playing thought a regulatory role (Goering et al, 2017;Sudibjo & Sutarji, 2020).…”

“…Like work engagement, job satisfaction constitutes a positive situation (Hakanen et al, 2018) with its concept referring to an attitude that reflects the positive or negative feelings of the individual towards his/her work, colleagues and work environment (Hegar, 2011;Sudibjo & Sutarji, 2020). Based on Hirschfeld's (2000) approach, job satisfaction expresses the extent to which people enjoy their job (Hirschfeld, 2000;Rothmann, 2008), while according to Granny, Smith and Stone (1992) it expresses a reaction to work, proceeding from the comparison between the actual and the expected results (Granny et al, 1992;Rothmann, 2008).…”

Relationship between Emotional Intelligence of Managers and Job Attitudes of Employees: A Study on the Working MBA Students in Chottogram City

“…Based on this, employee engagement can be denoted as involvement of employees in their jobs with an intention to fully utilize their physical, mental, and emotional resources for the purpose of organizational tasks accomplishment (Kerdpitak and Jermsittiparsert, 2020). It can also be defined as a firm attachment of the workforces to their firms, work, superior, or peers spiritually and emotionally (Sudibjo and Sutarji, 2020). It denotes a situation where employees display devotion, attachment, and willingness to spend time and energy in performing a job in order to exceeding the expectations (Macey et al 2009;Dickson, 2011;Cook, 2009;Dromey, 2014;Andrew and Sofian, 2012).…”

“…As a result, it leads higher job satisfaction of employees to ensure sustainable organizational performance. Furthermore, managers also assist employees to develop and to nurture both interpersonal skills and intrapersonal skills which help them to become self conscious, critical thinker, self-driven and collaborative with others to outperform with job satisfaction (Sudibjo and Sutarji, 2020). Managers can handle employees" critical emotional behaviors through their emotional intelligence which can lead higher job satisfaction of employees.…”