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1.
This study examined the impact of organizational interventions on work engagement and performance. Based on the job demands–resources model, we hypothesized that a personal resources intervention and a job crafting intervention would have a positive impact on work engagement and performance. We used a quasi‐experimental design with a control group. Primary school teachers participated in the study at two time points with six weeks between the measurements ( N = 102). The results showed that the personal resources intervention had a positive causal effect on work engagement. Additionally, the joint personal resources and job crafting intervention had a positive impact on self‐ratings of job performance. We discuss the implications of these findings for theory and practice. © 2015 Wiley Periodicals, Inc. 相似文献
2.
Fabrizio Scrima Lucrezia Lorito Emma Parry Giorgio Falgares 《International Journal of Human Resource Management》2013,24(15):2159-2173
This study examines job involvement and work engagement as predictors of affective commitment. Specifically, we test the proposal of Hallberg and Schaufeli (2006) that work engagement is a mediator of the relationship between job involvement and affective commitment using a survey of 405 Italian working adults. To test the model, mediation effects technique and structural equation modelling were applied to the collected data. Our hypothesis that work engagement fully mediates the relationship between job involvement and affective commitment was supported. This is the first study to demonstrate the importance of job involvement in promoting affective commitment via three dimensions of work engagement. We therefore assert that HR managers should direct their available resources to promoting job involvement and work engagement in their employees. 相似文献
3.
Blake A. Allan Cassondra Batz-Barbarich Haley M. Sterling Louis Tay 《Journal of Management Studies》2019,56(3):500-528
Using job characteristics theory as a framework, we calculated meta‐analytic effect sizes between meaningful work and various outcomes and tested a mediated model of meaningful work predicting proximal and distal outcomes with meta‐analytic structural equation modelling (MASEM). From 44 articles (N = 23,144), we found that meaningful work had large correlations (r = 0.70+) with work engagement, commitment, and job satisfaction; moderate to large correlations (r = 0.44 to ?0.49) with life satisfaction, life meaning, general health, and withdrawal intentions; and small to moderate correlations (r = ?0.19 to 0.33) with organizational citizenship behaviours, self‐rated job performance, and negative affect. The best MASEM fitting model was meaningful work predicting work engagement, commitment, and job satisfaction and these variables subsequently predicting self‐rated performance, organizational citizenship behaviours, and withdrawal intentions. This meta‐analysis provides estimated effect sizes between meaningful work and its outcomes and reveals how meaningful work relates directly and indirectly to key outcomes. 相似文献
4.
Employee engagement has become one of the most popular topics in management. In less than 10 years, there have been dozens of studies published on employee engagement as well as several meta‐analyses. However, there continue to be concerns about the meaning, measurement, and theory of employee engagement. In this article, we review these concerns as well as research in an attempt to determine what we have learned about employee engagement. We then offer a theory of employee engagement that reconciles and integrates Kahn's ( 1990 ) theory of engagement and the Job Demands–Resources (JD‐R) model (Bakker & Demerouti, 2007 ). We conclude that there continues to be a lack of consensus on the meaning of employee engagement as well as concerns about the validity of the most popular measure of employee engagement. Furthermore, it is difficult to make causal conclusions about the antecedents and consequences of employee engagement due to a number of research limitations. Thus, there remain many unanswered questions and much more to do if we are to develop a science and theory of employee engagement. 相似文献
5.
Maria Strobel Matthias Spörrle Isabell M. Welpe 《Human Resource Management Journal》2017,27(1):113-132
Proactive strategic scanning is an important aspect of employee proactivity and contributes to engaging employees in the organisation‐wide strategy process. It also contributes to strategic renewal and innovation by helping to identify potential strategic opportunities and threats. However, little is known about its antecedents and how HRM may support this valuable resource. To address this gap, we develop and test a model of individual and contextual antecedents of proactive strategic scanning. We hypothesise and find a positive effect of future‐focused personality on strategic scanning which is mediated by promotion‐focused self‐regulation at work. Moreover, we investigate how work design functions as a contextual boundary condition of this mediated effect. The effect is strengthened under high social support but is not influenced by the level of decision‐making autonomy. Our findings point to specific variables which can be targeted by HRM to enhance employees' strategic engagement and innovative behaviour. 相似文献
6.
Yasin Rofcanin Aykut Berber Stefan Koch Levent Sevinc 《International Journal of Human Resource Management》2016,27(22):2695-2726
In this research, we investigated the predictive powers of I-deals and job crafting on key employee outcomes (in-role work performance, citizenship behaviors directed at organization and co-workers, affective commitment and intentions to stay). In doing so, we also compared the explanatory degree of job crafting and I-deals on these outcomes. We used two sets of samples, both drawn from across different industries in Istanbul, Turkey. The first study examined the factorial structures of job crafting and I-deals scales. The second study is used to test our hypotheses regarding effects and strengths of I-deals and job crafting on the outcomes. Findings from series of structural equation models underscored that I-deals are more critical in leading to enhanced employee outcomes compared to the effects of job crafting. We discuss the role of these proactive behaviors in today’s ever-changing business settings. 相似文献
7.
Joon Hyung Park Masakatsu Ono 《International Journal of Human Resource Management》2017,28(22):3202-3225
This study examined the effects of exposure to workplace bullying on work engagement and health problems. It is one of the few studies to treat job insecurity as an explanatory factor of the bullying–outcome relationship. Specifically, we perceive that job insecurity unfolds through an interpersonal process in which negative experiences, such as bullying, make employees feel less valuable in their workplace. By analyzing the data from employees in Korea using the latent factor approach, the tested mediation model explained that exposure to workplace bullying decreased the work engagement of employees and increased their health problems because of their high level of perceived job insecurity. The relationship between bullying and engagement would not be established without the job insecurity variable, thereby suggesting its indirect effect. Given the partial mediating effect of health problems, job insecurity is identified as an additional underlying mechanism that explains why bullying increases health problems. This finding does not contradict the widespread arguments on the health-impairing effect of workplace bullying. This study contributes to the literature and business practices by identifying an important underlying mechanism that helps us understand the association between exposure to workplace bullying and key work outcomes. 相似文献
8.
工作投入在近30年已成为人力资源管理实践关注的热点,但现有对处于工作压力状态下,员工工作投入进行干预的研究在国内外还处于起始阶段。本文分析了工作压力、应对策略与工作投入与工作倦怠之间的关系,从积极心理学角度提出员工工作投入的干预模型,并对增进员工工作投入提出相应改进措施。 相似文献
9.
Dong Chul Shim 《Public Management Review》2013,15(6):807-829
Abstract Organizational citizenship behaviour (OCB) includes employees' discretionary actions not explicitly recognized by formal reward systems that in the aggregate promote the effective functioning of the organization (Organ, 1988). The present study was the first group-level investigation of OCB antecedents in governmental organizations using the office or bureau, not the government employee, as the primary unit of analysis. The hypotheses foundational to the investigation posited that aggregate employee perceptions of the importance and challenge of work assigned in an office would predict, in part, the degree of overall job satisfaction, and that all three variables would be associated with the level of OCB reported in an office. The present study was conducted with an organizational survey of all employees in geographically dispersed offices of a state government agency. Altogether 2136 usable questionnaires were returned for an overall response rate of 82 per cent and subsequently partitioned into sixty-five distinct office groups. Results based on a multivariate path model suggested that the overall levels of job importance and job challenge in an office had positive relationships with collective job satisfaction and explained over two-thirds of the variability observed. Job satisfaction did not fully mediate the connection of work importance and work challenge to OCB; all three independent measures were linked directly to the amount of OCB reported in these offices (R 2 = .45). One important implication of the study is that OCB may serve as a compensatory mechanism in government offices for the assignment of somewhat inconsequential tasks and responsibilities. 相似文献
10.
Workaholism versus work engagement and job crafting: What is the role of self‐management strategies?
Marijntje E.L. Zeijen Maria C.W. Peeters Jari J. Hakanen 《Human Resource Management Journal》2018,28(2):357-373
Job crafting refers to the proactive actions employees take to redesign their jobs in order to get a better fit with their competencies, expectations, and wishes. So far, little is known about job crafting's underlying mechanisms. In this study, we examine how two different states of affective well‐being (workaholism and work engagement) relate to job crafting 3 months later and how these well‐being states steer different self‐management behaviours, which ultimately lead to job crafting. Structural equation modelling on a heterogeneous sample (N = 287) revealed that work engagement and workaholism both relate to expansive job crafting through different self‐management strategies. Work engagement relates to challenge and resource seeking via self‐goal setting and self‐observation strategies, whereas workaholism associates with challenge and resource seeking only through self‐goal setting. In addition, the results show a strong relationship between workaholism and self‐punishment. Altogether, the findings suggest that self‐management strategies can function as an explanatory mechanism for different job crafting behaviours. 相似文献
11.
W. Richard Carter Richard J. Badham Sharon K. Parker Li-Kuo Sung 《International Journal of Human Resource Management》2013,24(17):2483-2502
AbstractSelf-efficacy’s influence on individual job performance has been well documented in laboratory studies. However, there have been very few rigorous field studies of self-efficacy’s relationship with objectively measured individual job performance in organizational settings. This research history might account for the low take-up of self-efficacy within the business literature as well as within business itself. When it comes to studies of employee engagement, the same lack of rigorous individual studies applies, although several organizational-level studies link employee engagement to organizational performance, while its claimed benefits have been widely discussed in the business literature. Finally, the degree to which employee engagement and self-efficacy have independent and additive effects on individual-level job performance remains unknown. In order to address these issues, a longitudinal field study was undertaken within an Australian financial services firm. Using survey data linked to objectively measured job performance, we found the additive effects of self-efficacy and employee engagement explained 12% of appointments made and 39% of products sold over and above that explained by past performance. This finding suggests human resource management (HRM) practitioners should address both self-efficacy and employee engagement in order to boost job performance while encouraging HRM scholars to incorporate both measures when conducting job performance studies. 相似文献
12.
Kim Nimon Brad Shuck Julia Fulmore Drea Zigarmi 《Human Resource Development Quarterly》2023,34(1):75-90
The purpose of the study was two-fold. First, the study tested the claim suggested by Newman et al. (2011) (Human Resource Development Quarterly, 22, 37–47) that data from the Utrecht Work Engagement Scale appears to be redundant with the variance that is uniquely common to job satisfaction, affective organizational commitment, and job involvement. Second, the study tested the hypothesis that the variance in work engagement that is uniquely common to the set of job attitudes studied in Newman et al. is largely positive affect. Analyses not conducted in Newman et al. (2010) (Handbook of Employee Engagement: Perspectives, Issues, Research, and Practice, pp. 43–61) were performed to deconstruct the explained variance in work engagement into commonality coefficients representing all possible subsets of variables. The findings demonstrate that variance uniquely common to job satisfaction, affective organizational commitment, and job involvement did not dominate the regression effect as previously suggested. Further, the study found that almost 50% of the variance that was uniquely common to the job attitudes studied was common with positive affect. The results of this study will help scholars and scholar-practitioners understand the complex relationships between work engagement, job attitudes, and positive affect. 相似文献
13.
14.
Stan De Spiegelaere Guy Van Gyes Geert Van Hootegem 《International Journal of Human Resource Management》2018,29(12):1900-1919
In order to change employee behaviour, companies frequently turn to forms of performance-related pay (PRP). At the same time, there is a clear imperative to encourage employee innovation. In this study we focus on the relation between PRP, organizational and job-level task resources and innovative work behaviour (IWB). In doing so, we distinguish between individual and collective PRP and build on insights from high-performance work systems and employee creativity literature. Using survey data of 927 employees from five Belgian industries, we find that individual PRP weakens the important positive relation of task-level job resources like learning opportunities on IWB. The combination of both individual and collective PRP, on the contrary, strengthens the positive relationship between organizational resources like upward communication and IWB. 相似文献
15.
Bruce A. Rayton Zeynep Y. Yalabik 《International Journal of Human Resource Management》2013,24(17):2382-2400
This study extends both Social Exchange Theory and the Job Demands–Resources model by examining the link between psychological contract breach (PCB) and work engagement, and by integrating job satisfaction into this exchange relationship. We argue that PCB reflects employees' feelings of resource loss, and that these feelings impact work engagement through their impact on job satisfaction. Levels of employee work engagement can therefore be viewed as reciprocation for the exchange content provided by employers. We conduct structural equation modeling on longitudinal survey data from 191 employees, and our results suggest that the negative effect of PCB on work engagement is mediated by job satisfaction. 相似文献
16.
Karina Mostert 《International Journal of Human Resource Management》2013,24(5):1036-1053
The aim of this study was to test a structural model that included job demands and job resources, negative work–home interference (WHI) and burnout (exhaustion, cognitive weariness and cynicism). A cross-sectional survey design was used. Random samples (n = 330) were taken of workers employed in the earthmoving industry in eight provinces of South Africa. Job characteristics (including job pressure, job control and job support) were measured by items that were adapted from the Job Content Questionnaire and a validated questionnaire on experience and evaluation of work. The Survey Work–Home Interaction – Nijmegen was used to measure negative WHI, while the Maslach Burnout Inventory-General Survey and cognitive weariness scale were administered to measure exhaustion, cognitive weariness and cynicism. Structural equation modelling with Amos showed that job demands (e.g. job pressure) and job resources (job control, supervisor support and colleague support) contributed to negative WHI. Negative WHI mediated the relationship between job demands and burnout and partially mediated between job resources and burnout. 相似文献
17.
Jianfeng Jia Jiaqi Yan Asghar Afshar Jahanshahi Weipeng Lin Amitab Bhattacharjee 《Asia Pacific Journal of Human Resources》2020,58(1):107-127
Drawing on the theory of planned behavior, the current study examined the effects of employees’ job embeddedness and the perceived strength of the human resource management (HRM) system on their proactive work behaviors, as well as the moderation effect of empowering leadership on these relationships. We tested our hypotheses using data collected from 206 Chinese employees in a three‐wave survey. The results demonstrated the positive effects of both job embeddedness and the perceived strength of the HRM system on employees’ proactive work behaviors. We also found that the relationship between the perceived strength of the HRM system and proactive work behaviors was stronger when the levels of empowering leadership were high rather than low. However, the moderation effect of empowering leadership on the relationship between job embeddedness and proactive work behaviors was not significant. Our study contributes to the understanding of the antecedents of Chinese employees’ proactive work behaviors from the perspective of motivation and behavioral control. 相似文献
18.
Yuhyung Shin Wook-Hee Choi 《International Journal of Human Resource Management》2020,31(11):1417-1438
AbstractThis research aims to test the mediating effect of work engagement on the relationship between job crafting and job performance, as well as the moderating effects of two forms of coworker support on the job crafting–work engagement relationship. We collected survey-based data from two South Korean samples. Study 1 was conducted on 175 flight attendants. The results of Study 1 were then replicated in Study 2 wherein 181 hotel employees reported their own job crafting and work engagement, and their supervisors rated their job performance one month later. In both studies, work engagement fully mediated the relationship between job crafting and job performance. The positive association between job crafting and work engagement was more pronounced when coworker emotional support was high than when it was low. In contrast, the positive link between job crafting and work engagement was stronger when coworker instrumental support was low than when it was high. Coworker emotional and instrumental support further moderated the indirect effect of job crafting on job performance through work engagement. 相似文献
19.
Tuan Luu 《Public Management Review》2018,20(6):789-823
Proactive work behaviour may drive public employees to proactively improve public service quality. This research seeks an insight into the role of discretionary human resource (HR) practices in fostering proactive work behaviour among public employees through the mediation mechanism of affective commitment. The data for the research variables were harvested from public employees and their direct managers from local governments at the district level in Ho Chi Minh City of Vietnam. The research results shed light on the positive association between discretionary HR practices and public employees’ proactive work behaviour, which was mediated by affective commitment. The research results also supported the role of public service motivation (PSM) as an intensifier and abusive supervision as a negative moderator for the effect of discretionary HR practices on affective commitment and proactive work behaviour. Our research model integrates discretionary HRM and proactive work behaviour research streams into public management literature. 相似文献
20.
Mario Silic Giacomo Marzi Andrea Caputo P. Matthijs Bal 《Human Resource Management Journal》2020,30(2):260-277
The pressures associated with the speed of competition, including the digitalization of workspaces, are increasing the need for modern organizations to drive employee satisfaction and engagement. Integrating gamification into the workplace has been identified as a possible strategy to promote employee participation, engagement and loyalty. Gamification is defined as the application of game design elements in a non‐game context, which, in this case, is the workplace. This article presents a 12‐month longitudinal study designed to investigate the role of gamification in fostering job satisfaction and engagement. The findings from a sample of 398 employees, including both treatment and control groups from a large multinational company that introduced a gamified human resource management (HRM) system, revealed the effects of certain gamification experiential outcomes related to driving employee satisfaction and engagement at work. Overall, our study highlights the possibilities of employing gamified HRM systems to influence employee attitudes and behavior at work. 相似文献