Work engagement: the role of psychological ownership and self-regulatory focus behavior

Abstract

PurposeDrawing on the self-extended and regulatory focus theories, the present study examined the mechanism as well as the boundary condition under which psychological ownership might relate positively to the work engagement of employees working in public sector organizations in Ghana.Design/methodology/approachData were collected from employees (n = 313) working in public sector organizations in Ghana at a single point in time with a survey questionnaire.FindingsThe results indicated that psychological ownership and self-regulatory focus behaviors (i.e. prevention and promotion focus behaviors) were beneficial for work engagement; and that while prevention focus mediated psychological ownership-work engagement relationship, that relationship was positive and stronger for employees who performed less promotion focus behaviors.Practical implicationsManagers in public sector organizations should understand that employees with strong psychological ownership would feel more engaged if they perform less promotion focus behaviors.Originality/valueThe authors’ study contributes uniquely to the nascent work engagement literature in the Ghanaian context, and by testing boundary conditions and underlying mechanisms increased the authors’ understanding of work engagement among public sector employees in Ghana.

Integrating the ESM usage and work engagement for employee agility performance: based on regulatory focus theory

“…Work engagement is described as a self-sustaining, persistent, pleasant, and fulfilling affective-cognitive and motivational-psychological state linked to work. This notion corresponds with the conceptual framework usually mentioned as the European Engagement Model, as supported by numerous research [ 19 , 24 , 68 ]. To operationalize this construct, the Utrecht Work Engagement Scale (UWES) encompasses three distinct subscales: vigor, dedication, and absorption.…”

“…However, it is not immune to critique. According to prior research, work engagement is related to recognized variables like job participation, job satisfaction, and organizational commitment [ 9 , 24 ]. In contrast, other research emphasizes the distinctness of work engagement when juxtaposed with other worker behaviors [ 21 , 70 – 72 ].…”

“…These two regulatory techniques, promotion, and prevention, are anchored on fundamental endurance demands like nourishment and protection [ 23 , 74 , 75 ]. Employees with a promotion focus are primarily driven by the pursuit of positive outcomes or gains, while those with a prevention focus are encouraged by the need to ensure security, fulfill commitments, and meet obligations [ 24 , 75 , 76 ]. Promotion-focused individuals are oriented toward achieving desirable results, while prevention-focused individuals are more concerned with avoiding undesirable outcomes [ 77 , 78 ].…”

“…Regulatory focus is a personality trait that refers to the way people approach goals [ 23 ]. Individuals with a promotion focus are encouraged by gains and rewards [ 24 ], while individuals with a prevention focus are motivated by avoiding losses and mistakes [ 25 ]. Research has shown that regulatory focus may moderate the connection between work ESM usage and worker agility [ 26 ].…”