Work engagement, job satisfaction, and turnover intentions among family medicine residency program managers

Ofei-Dodoo, Samuel; Long, Myra; Bretches, Morgan; Kruse, Bobbi J.; Haynes, Cheryl; Bachman, Caren Sue

doi:10.5116/ijme.5e3e.7f16

Cited by 24 publications

(18 citation statements)

References 28 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…In the present study, job satisfaction was found to be the most significant variable with respect to WE, which is consistent with previous studies [37,38]. Job satisfaction is under-stood as the feeling of satisfaction and pleasure provided by work, which can positively affect people's lives [37]. Therefore, it is to be expected that people who enjoy their work activity with pleasure are more committed to their work; furthermore, this relationship could be explained by the job demands-resources model.…”

Section: Discussionsupporting

confidence: 93%

Impact of the COVID-19 Pandemic on the Work Engagement of UK Active Employees

et al. 2022

View full text Add to dashboard Cite

The objective of this investigation was to describe the work engagement perceived by UK workers during the COVID-19 pandemic. A descriptive cross-sectional study was conducted. The sample included 1085 participants, aged 18 years and older, living in the UK during the COVID-19 pandemic, who were active workers. Data were collected using an online questionnaire and the UWES-9. They were analysed using descriptive statistics, a t-test for equality of means or ANOVA, and the Chi-squared Automatic Interaction Detection method. The mean value in the UWES-9 was 3.46 (SD = 1.11). Participants with lower satisfaction (21.8%) gave significantly low or very low UWES-9 scores in 58.5% of the cases. Greater work engagement was obtained with more resources and less conflict, risk, and stress. In cases where there had been contact with COVID-19, this was associated with slightly lower levels of work engagement. These results could motivate and guide companies to adopt risk prevention measures and protocols to return to normal working conditions after the initial crisis phase of the pandemic.

show abstract

Section: Discussionsupporting

confidence: 93%

Impact of the COVID-19 Pandemic on the Work Engagement of UK Active Employees

et al. 2022

View full text Add to dashboard Cite

show abstract

“…Previous studies showed that employees with more elevated work engagement levels had less level of dissatisfaction and higher levels of performance (Leijten et al, 2015;Shimazu et al, 2016). Work engagement has also been related to job satisfaction and turnover intention (Ofei-Dodoo et al, 2020).…”

Section: Work Engagement As Mediatormentioning

confidence: 97%

Psychological Capital Impact on Extra Role Behaviour via Work Engagement: Evidence From the Pakistani Banking Sector

Zahra

Kee

Shan

et al. 2021

International Journal of Banking and Finance

View full text Add to dashboard Cite

The banking sector in Pakistan has always been one of the most significant economic sectors of the country. The purpose of this paper has been to identify the factors urging bank employees to volunteer themselves for activities outside of their formal job obligations. A total of 315 responses were gathered from the employees of the four private commercial banks in Pakistan. The researchers tested the relationship between the four facets of psychological capital (i.e., efficacy, resilience, optimism, and hope) and the two dimensions of extra role behaviour (individual and organisational). The researchers used the SPSS version 23 to analyse the demographic profiles of the respondents, and the SmartPLS version 3 to test the hypotheses formed using the structural equation modelling technique. The researchers also investigated the mechanism through which psychological impacts extra role behaviour. Under the Job Demands-Resources (JDR) model, work engagement is employed as a mediating variable. The results of the study revealed a significant positive relationship between efficacy, optimism, and resilience with extra role behaviours. However, hope remained insignificant to extra role behaviours. The study outcomes also supported the major hypotheses on the mediating role of work engagement in the relationship between the psychological capital and extra role behaviour. Recommendations for future studies and the limitations of the present study were aslo discussed.

show abstract

“…Engagement is one of the emerging concepts of positive psychology that is characterized by motivation, enthusiasm, and commitment at work 8 . Work engagement is defined as a positive, fulfilling, work-related state of mind that is characterized by vigor, dedication, and absorption 1,4,7,10,12 . Vigor is characterized by high levels of energy and mental resilience while working, a willingness to invest in work, and persistence in difficult situations.…”

Section: Engagementmentioning

confidence: 99%

“…Engagement also offers a competitive advantage to the organizations in which individuals work 1,8 . The possible consequences of work engagement are described as positive attitudes toward the organization, such as having initiative and motivation to learn 7 , a willingness to work overtime 7 , proactive behavior 7 , higher productivity 12 , increased organizational commitment 7 , and low turnover 7,12 . Work engagement is positively related to work performance 7,13 and is also associated with low levels of depression, stress, and psychosomatic complaints 7 .…”

Section: Engagementmentioning

confidence: 99%

“…Engaged individuals are more able to cope with the challenges they encounter and recover from stress, which may be a burnout prevention strategy 1 . Motivation and job satisfaction are influenced by working conditions, opportunities for personal development and advancement, remuneration and other benefits, recognition by supervisors and peers, physical working conditions, and existing resources 7,9,12 . Factors associated with increased work engagement include the presence of work resources 7,8 , motivational or energizing resources 7 , social support from colleagues 7 , feedback from superiors 7 , performance feedback 7 , coaching 7,14 , work autonomy 7 , task variety and training facilities 7 , and stable family environment 7 .…”

Section: Engagementmentioning

confidence: 99%

See 1 more Smart Citation