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1.
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
2.
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
3.
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
4.
Suzanne de Janasz Scott J. Behson Melenie J. Lankau 《International Journal of Human Resource Management》2013,24(7):1435-1453
This study examines the influence of mentoring support and perceptions of a supportive work–family culture on the level of work–family conflict (WFC), job satisfaction and affective commitment reported by employees in a Fortune 100 professional services organization. Main effects and interaction effects between mentoring and work–family culture were explored. Results indicate that the presence of a mentor is significantly related to affective commitment while a supportive work–family culture was associated with less WFC – both family interference with work and work interference with family – and greater job satisfaction and affective commitment. For both job satisfaction and affective commitment, there is an interaction effect that suggests a synergy between direct and contextual support. Implications for practice and future research are discussed. 相似文献
5.
This study investigates the mediating role of work engagement (i.e. vigour and dedication) among job resources (i.e. job control, feedback and variety) and proactive behaviour at work. This mediating role was investigated, using Structural Equation Modelling in two independent samples from Spain (n = 386 technology employees) and the Netherlands (n = 338 telecom managers). Results in both samples confirmed that work engagement fully mediates the impact of job resources on proactive behaviour. Subsequent multigroup analyses revealed that the strengths of the structural paths of the mediation model were invariant across both national samples, underscoring the cross-national validity of the model 相似文献
6.
This paper analyses various conceptualisations of organisational commitment and posits an inclusive model of commitment derived in part from past research endeavours. Our proposed framework captures six subfactors of commitment framed within five themes (emotion, finance, esteem, culture and focus). The relationship of commitment to strategy and the role of strategy in determining antecedents of commitment are then examined. Additionally, commitment as an intervening variable affected by and affecting various antecedents and consequences respectively are discussed. Finally, the framework is used to identify further areas of research into this important organisational concept. 相似文献
7.
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
8.
《International Journal of Human Resource Management》2012,23(20):2901-2924
AbstractThis study examined the relationship between variables that represent organizational justice and fairness and counterproductive work behaviors (CWBs). It is contended that breach of psychological contracts and affective organizational commitment mediate this relationship. Questionnaires were distributed to 270 teachers in 10 high schools located in the north of Israel; 210 usable questionnaires were returned. One of the important results of this study is the relationship of burnout to the two dimensions of CWBs (interpersonal and organizational). Job burnout was found to be positively and strongly related (based on very high coefficients) to both dimensions. While we did predict that burnout would be related to CWBs, the strength of this relationship was not expected. The findings also show no effect of organizational justice and some effect of perceptions of organizational politics. Psychological contract breach was found to be related to interpersonal but not organizational CWBs. The proposed mediation relationships are partially supported. The paper concludes with suggestions for future research on this issue and notes the practical implications of the findings. 相似文献
9.
Although the contribution of transformational leadership to employee organizational commitment is well documented, the mechanisms that explain such relationship remain unclear. In the present research, we propose that transformational leadership can influence organizational commitment through impacting followers’ perceptions of job characteristics (i.e., feedback from job, task variety, and decision‐making autonomy). Structural equation modeling analyses conducted on a sample of employees from multiple organizations in France (N = 488) found the relationships between transformational leadership and four components of organizational commitment (i.e., affective, normative, perceived sacrifice, and few alternatives commitment) to be partly mediated by followers’ perceptions of task characteristics. We discuss the relevance of these findings for theory and human resource development. 相似文献
10.
Luis M. Arciniega Sanjay T. Menon 《International Journal of Human Resource Management》2013,24(15):2948-2967
This study, based in a manufacturing plant in Venezuela, examines the relationship between perceived task characteristics, psychological empowerment and commitment, using a questionnaire survey of 313 employees. The objective of the study was to assess the effects of an organizational intervention at the plant aimed at increasing productivity by providing performance feedback on key aspects of its daily operations. It was hypothesized that perceived characteristics of the task environment, such as task meaningfulness and task feedback, will enhance psychological empowerment, which in turn will have a positive impact on employee commitment. Test of a structural model revealed that the relationship of task meaningfulness and task feedback with affective commitment was partially mediated by the empowerment dimensions of perceived control and goal internalization. The results highlight the role of goal internalization as a key mediating mechanism between job characteristics and affective commitment. The study also validates a Spanish-language version of the psychological empowerment scale by Menon (2001). 相似文献
11.
Z. van der Aa J. Bloemer J. Henseler 《International Journal of Human Resource Management》2013,24(18):3925-3941
Despite the rapid growth of customer contact centers (CCCs), high-quality jobs for employees of such centers remain a challenge, as evidenced by the high employee turnover rates in this industry. This study, therefore, conceptualizes and operationalizes a CCC job quality construct to determine its impact on job satisfaction, affective commitment and employee turnover, using a sample of 577 CCC employees of B2C service industry organizations in the Netherlands. An extensive quantitative study using structural equation modeling reveals that CCC job quality has a direct, positive impact on job satisfaction and affective commitment and a strong indirect negative effect on employee turnover. Thus, job quality is crucial for reducing employee turnover rates; this study offers managers clear guidelines on how to improve that quality. 相似文献
12.
AbstractDespite the acknowledged importance of knowledge management (KM), many employees avoid practicing KM at the individual level. This avoidance often leads to loss of the intellectual capital due to employee turnover. Many potential behavioural remedies are still untapped in the existing literature. This study extends the construct of knowledge oriented leadership (KOL) and examines its role in predicting KM behaviour among employees of the hospitality sector, at the individual level. It also investigates the mediating effect of employee work attitudes including affective commitment, creative self-efficacy and work engagement, by using partial least square for structure equation modelling. This study finds that KOL positively affects KM behaviour, affective commitment, creative self-efficacy and employee work engagement. Work attitudes (affective commitment, creative self-efficacy, work engagement) mediate the relationship of KOL and KM behaviour. Furthermore the direct positive effect of employee affective commitment, creative self-efficacy and work engagement on KM behaviour is also significant. This study contributes to the body of knowledge by extending the construct of KOL, and by investigating the connection between KOL, work attitudes, and KM behaviour among hospitality employees, at the individual level. 相似文献
13.
This study investigated influences on employee satisfaction with HRM systems and affective organizational commitment in a Sino‐German joint venture and a state‐owned enterprise in China. Employees in the joint venture were found to be significantly more satisfied with their organization's HRM practices than were employees in the state‐owned enterprise. In turn, employee satisfaction with HRM practices was found to have a more significant influence on affective commitment in the joint venture than in the state‐owned enterprise. The Chinese human‐heartedness cultural value was found to be an antecedent of employee affective commitment but influenced satisfaction of employees in regards to only some of the HRM practices in a state‐owned enterprise. Implications for strategic HRM theory and changes in Chinese HRM systems are discussed. 相似文献
14.
《Asia Pacific Journal of Human Resources》2018,56(3):384-401
This study integrates theories from strategic human resource management and the job demands – resources model and focuses on exploring the cross‐level relationship between high‐commitment work systems and work engagement. It includes further investigation into whether the emerging core construct of positive psychological capital plays a role in mediating the effects of high‐commitment work systems on work engagement. Data were collected from multiple sources, including 94 managers and 344 service employees at 47 stores in Taiwanese retail chain enterprises. The study's results show that high‐commitment work systems are positively correlated with work engagement and mediate work engagement through psychological capital. The implications of this research and possible limitations and directions for future research are then discussed. 相似文献
15.
In a multisource field study, we examine the relationship between employee perceptions of high‐commitment human resource management (HRM), task proficiency, work engagement, and organizational commitment. Based on conservation of resources (COR) theory, we first propose that work engagement mediates the relationship between high‐commitment HRM and organizational commitment. Second, we propose a mediated moderation model in which employees’ task proficiency moderates the relationship between high‐commitment HRM and work engagement, which in turn affects organizational commitment. Results indicate that the relationship between high‐commitment HRM and organizational commitment was fully mediated by work engagement. Results also supported the mediated moderation model. A significant indirect effect was found from high‐commitment HRM to commitment via engagement for low task proficiency, but not for high task proficiency. Implications and directions for future research are discussed. © 2014 Wiley Periodicals, Inc. 相似文献
16.
Raida Abu Bakar Fang Lee Cooke Nuttawuth Muenjohn 《International Journal of Human Resource Management》2013,24(18):2632-2658
AbstractThe majority of work engagement studies have been conducted using a quantitative approach with limited attention to the institutional and social contexts. Meanwhile, the role of religion in shaping people’s philosophy and behaviour in life and work has been gaining attention from management researchers. Studies have revealed the positive impact of religiosity on a number of human resources and organizational outcomes. However, few studies treat religious belief as a job or personal resource from a HRM perspective. This study fills part of this research gap by focusing on the relevant factors that may affect work engagement in the Malaysian Islamic context. Drawing on data from 41 semi-structured interviews with mid-ranking professionals from the finance sector, this study responds to calls for more focus on contexts and for deeper qualitative investigations into individual dynamics that concern religiosity and work engagement. It provides evidence that religiosity plays an important role in work engagement. Our findings have implications for people management in organizations that have a diverse workforce representing multiple religions. 相似文献
17.
Chidiebere Ogbonnaya 《Human Resource Management Journal》2019,29(3):451-468
There is growing evidence linking teamwork practices to performance outcomes. However, critics have raised concerns that such outcomes are achieved at the expense of increased job demands and stress among workers. Using large data from a representative sample of British workplaces (N = 4,311 workers in 664 workplaces), this study explores the pattern of relationships between teamwork practices, organisational performance, and employee well‐being. The study draws on a mutual gains model linking teamwork practices to organisational performance via affective commitment, and a conflicting outcomes model associated with high job demands and job‐related anxiety. The study also examines an interactive outcomes model that integrates the mutual gains and conflicting outcomes models. The study reports evidence that the performance gains of teamwork practices may actually come at the cost of increased job demands and job‐related anxiety. Nevertheless, these adverse outcomes tend to weaken at higher levels of affective commitment. 相似文献
18.
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
19.
Yvonne Brunetto Matthew Xerri Elisabetta Trinchero Rona Beattie Kate Shacklock Rod Farr-Wharton 《Public Management Review》2018,20(4):525-544
The research examined the impact of management upon employee outcomes (perceptions of discretionary power, well-being, engagement, and affective commitment), comparing public and private sector nurses in Australia, the United Kingdom, and Italy. Overall, 1,945 nurses participated in a self-report survey within these core- and laggard-New Public Management countries. While management influenced employee outcomes for each country, there were significant differences between the public and private sectors, with private sector nurses reporting higher perceptions of outcomes. Importantly, nurses’ engagement was affected by management practice for each country. This study raises important implications for nurse managers, especially public sector managers, described within. 相似文献
20.
This work studies sales managers’ perceptions of performance‐oriented HR practices, and the mediating and moderating processes through which these practices are linked with affective commitment. Specifically, we tested whether work engagement mediated the relationship between perceptions of performance‐oriented HR practices and affective commitment using a sample of 117 sales managers from one large retail store. Furthermore, we tested whether managers’ savoring strategies would moderate the positive relationship between perceptions of performance‐oriented HR practices and work engagement, and if the strength of the hypothesized indirect effects were conditional on the use of savoring strategies. Results showed that the relationship between perceptions of performance‐oriented HR practices and affective commitment was mediated by work engagement. In addition, savoring strategies were found to moderate the relationship between perceptions of performance‐oriented HR practices and work engagement, so that the highest levels of work engagement were found in individuals who reported high perceptions of performance‐oriented HR practices and high use of savoring strategies. Finally, results support a conditional indirect effect of performance‐oriented HR practices on predicting affective commitment via work engagement when levels of savoring strategies were moderate to high, but not when their use was low. Altogether, these results demonstrated that work engagement and savoring strategies represent key elements in explaining how perceptions of performance‐oriented HR practices are associated with affective commitment. © 2015 Wiley Periodicals, Inc. 相似文献