Testing the redundancy between work engagement and job attitudes: A replication and extension of the affective events theory in human resource development

According to the extant literature in the context of human resource management (HRM), the preeminent role of human resource development (HRD) climate on employees’ job attitudes is irrefutable. This study aims to determine the effect of HRD climate on job attitudes, including positive and negative ones. The proposed model consists of five latent variables which are HRD climate as an exogenous variable and work engagement, organizational commitment, organizational citizenship behaviors (OCBs), and counterproductive work behaviors (CWBs) as endogenous variables. The authors use a quantitative method involving questionnaire distribution among employees in different private banks located in Tehran (Capital city of Iran). Among distributed questionnaires, 384 were retrieved. To obtain the results, structural equation modeling (SEM) technique was applied. Findings supported the notion that HRD climate has a significant determination on job attitudes. Among them, determination of HRD climate on work engagement and organizational commitment is remarkable. Also, HRD climate had a positive role in increasing OCBs and reduction in negative job attitudes. The results will be practical for academics in the field of HRM. It is worthwhile mentioning that there will be managerial implications for the managers in the Iranian private banking industry and results provide initial insights for managers on how to increase the sense of organizational commitment and work engagement as defined task duties among employees within the Iranian private banking industry. Besides, the results will be pragmatic for managers for injecting and burgeoning the sense of citizenship behaviors and diminution of counterproductive work behaviors to increase profitability, revenue, return on investment (ROI), and productivity, also avoiding stagnation in the environmental workplace of the Iranian private banking industry.

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Human Resource Development Climate and Employee Engagement in Developing Countries

International Journal of Business and Management ◽

10.5539/ijbm.v14n6p150 ◽

2019 ◽

Vol 14 (6) ◽

pp. 150

Author(s):

Theresa Obuobisa-Darko ◽

Victoria Tsedzah

Keyword(s):

Public Sector ◽

Human Resource Development ◽

Developing Country ◽

Employee Engagement ◽

Human Resource ◽

Work Engagement ◽

Resource Development ◽

The Public ◽

Utrecht Work Engagement Scale ◽

High Power Distance

The purpose of the paper is to identify the specific dimensions of Human Resource Development Climate (HRDC) that significantly affect Employee Engagement (EE). It places the importance of HRDC in enhancing EE within the public sector in a developing country and finds answer to the question on the dimension of HRDC that causes employees to be engaged. The paper uses a self-designed questionnaire, made up of Rao and Abraham (1990) HRD Climate survey and Utrecht Work Engagement Scale by Schaufeli et al., (2002) to gather data from 355 respondents and analysed using multiple regression. Based on the data analysed, results showed that HRDC has a positive and significant effect on employee engagement. Additionally, it was found that employees are highly engaged in situations where their organisation exhibits the HR Mechanism dimension of HRDC. The limitation is, it did not focus on the entire public sector but focused on civil servant. It is therefore recommended that further studies could be carried out with focus on other public sector organisations to confirm or refute the findings. This study adds to the limited literature on HRDC and EE in public sector organisations in a developing country. This finding brings to bear the major dimension of HRDC that managers should focus on to improve employee engagement in a developing country where there exist a high power distance culture.

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Psychological Safety Climate as a Human Resource Development Target: Effects on Workers Functioning Through Need Satisfaction and Thwarting

Advances in Developing Human Resources ◽

10.1177/1523422318756955 ◽

2018 ◽

Vol 20 (2) ◽

pp. 169-181 ◽

Cited By ~ 9

Author(s):

Tiphaine Huyghebaert ◽

Nicolas Gillet ◽

Fadi-Joseph Lahiani ◽

Amandine Dubois-Fleury ◽

Evelyne Fouquereau

Keyword(s):

Human Resource Development ◽

Human Resource ◽

Work Engagement ◽

Structural Equation ◽

Affective Commitment ◽

Safety Climate ◽

Resource Development ◽

Need Satisfaction ◽

Equation Modeling ◽

Need Thwarting

The Problem This article seeks to identify a new lever to act on employee burnout, work–family conflict (WFC), affective commitment to the organization (ACO), and work engagement. It examines whether psychosocial safety climate (PSC) can affect these outcomes. Furthermore, this empirical article addresses the psychological mechanisms that could explain such effects, and explores the mediating role of need satisfaction and need thwarting in these relationships. The Solution We conducted a study to examine whether need satisfaction and thwarting mediated the effects of PSC on burnout, WFC, ACO, and work engagement. Results from structural equation modeling revealed that the effects of PSC on employee adaptive and maladaptive functioning were partially mediated by psychological need satisfaction and thwarting, respectively. The Stakeholders Implications for human resource development (HRD) are offered, including recommendations to promote PSC and foster need satisfaction, while preventing experiences conducive to need thwarting.

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