Work Engagement: Trust and Respect to Engage your People

Melhem, Yahia Salim; Qudah, Maen F. Al

doi:10.17485/ijst/2019/v12i17/144033

Cited by 14 publications

(8 citation statements)

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“…Respect that subordinate receives from his managers positively affect work engagement. Procedural justice and fairness are mediated relationship of trust and respect between employees and their supervisors (Melhem and Al-Qudah, 2019). According to Ugwu et al (2014) Organizational trust and psychological empowerment were predictors of work engagement.…”

Section: Iii) Trust and Respect And Employee Engagementmentioning

confidence: 93%

A Study On Strategic Initiative for Reinvigorating Employee Engagement Among Gen Z

Jayanthi¹,

Mathews²

2023

Int. J. Appl. Res. Manag. Econ.

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Gen Z are already in the workforce today, being a tech savvy Gen, they have bought new perspectives and expectations at the workplace. The objective of this paper is to understand what are the factors that govern engagement of Gen Z at the workplace and to know the correlation of these factors on employee engagement. Literature review is basis for developing the hypothesis of the study. Study of research papers helped in identifying the common factors mentioned in the study, MS Excel was used to analysis the data that was collected. Correlation co-efficient and regression are the statistical tools used. All the factors identified have a positive correlation with organizational performance and employee engagement of Gen Z. Career development and Rewards and recognitions were the two important factors identified. This paper throws light on the policy changes that has to been done to accommodate the young work force who are ready to join but have diverse expectations of the work place, failing which companies may find it difficult to attract, retain and engage Gen Z in the days to come.

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Section: Iii) Trust and Respect And Employee Engagementmentioning

confidence: 93%

A Study On Strategic Initiative for Reinvigorating Employee Engagement Among Gen Z

Jayanthi¹,

Mathews²

2023

Int. J. Appl. Res. Manag. Econ.

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“…Of all the items of the abbreviated scale, we finally selected eight items, discarding the rest, since they were formulated in the form of inverted items or with a negative sense. We used the scale proposed by Ramarajan et al (2008), which is frequently employed by other authors (Melhem and Qudah, 2019), to measure respect . The scale proposed by these authors has five items.…”

Section: Methodsmentioning

confidence: 99%

Linking organisational values and sustainability: the role of AMO practices

Rincon‐Roldan

Cabrales

2021

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PurposeThe aim of this study was to analyse the link between the values that govern the functioning of cooperatives and their sustainability. Furthermore, the authors propose that this relationship is mediated by AMO (ability, motivation and opportunity) practices, which generate different behaviours and attitudes in their employees, thus strengthening the message of sustainable management that the directors of this kind of companies aim to transmit.Design/methodology/approachThis article presents a theoretical and empirical research model about the relationship between organisational values, AMO practices and sustainability in social economy firms. The proposed model was tested using the multivariate method of partial least squares structural equation modelling (PLS-SEM) with a sample of 124 cooperative companies. The information was gathered through a questionnaire with questions composed of measurement scales that had been previously validated by the reference literature.FindingsThis work empirically demonstrates that the perceived support, respect and responsibility values are strongly related to sustainability, and that ability and opportunity-enhancing practices mediate the association of perceived support and responsibility with the sustainability of cooperatives.Originality/valueThis work contributes to covering the lack of studies about which values support and impact the sustainability of organisations, and it provides information about the mediating role of certain AMO practices in the search for a more sustainable organisation, demonstrating that some practices are more relevant than others.

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“…This finding is in line with Melhem and Al-Qudah's conclusion that trust should come both from the followers and from the leader. 100 Two-way trust and mutual respect create a feeling of empowerment and an obligation to remain committed to one's work. As Bakker and Leiter noted in their 2017 study, trust is one of the strategic methods that leaders can use to enhance WE.…”

Section: Theoretical Contributionmentioning

confidence: 99%

Authentic Leadership, Employee Work Engagement, Trust in the Leader, and Workplace Well-Being: A Moderated Mediation Model

Baquero¹

2023

PRBM

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This study proposes a model based on social contagion theory to evaluate the impacts of authentic leadership on employee work engagement (WE) and trust in the leader (TL), integrating the mediating effect of TL and the moderating effect of workplace well-being (WW). Authentic leadership is disaggregated into its subscales: relational transparency (RT), internalized moral perspective (IMP), balanced processing (BP), and self-awareness (SA). Methods: Dubai hotel employees completed 476 surveys. Applying the bootstrapping technique, SmartPLS 4 software was utilized to test the hypotheses in a mediation model. Results:The findings indicate (1) that three subscales of authentic leadership (RT, IMP, and BP) positively impact WE; (2) that RT, IMP, and SA positively impact TL; (3) that TL positively impacts WE; (4) that TL mediates the relationship between RT, IMP, SA, and WE; (5) and that WW moderates the relationship between RT, BP, and WE. Conclusion: Authentic leadership and its subscales are proven to be an excellent tool for achieving employee WE and TL. TL is crucial for effective hotel operation, as it impacts employee WE and acts as a mediator between three subscales of authentic leadership and WE. WW moderates the relationship between two authentic leadership subscales and WE but does not interact in the relationship between TL and WE. Both researchers and hotel managers can benefit from these new findings, which also provide a foundation on which to build future investigations.

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Work Engagement: Trust and Respect to Engage your People

Cited by 14 publications

References 0 publications

A Study On Strategic Initiative for Reinvigorating Employee Engagement Among Gen Z

A Study On Strategic Initiative for Reinvigorating Employee Engagement Among Gen Z

Linking organisational values and sustainability: the role of AMO practices

Authentic Leadership, Employee Work Engagement, Trust in the Leader, and Workplace Well-Being: A Moderated Mediation Model

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