Examining Mediation Effects of Work Engagement Among Job Resources, Job Performance, and Turnover Intention

2017 ◽  
Vol 29 (4) ◽  
pp. 407-425 ◽  
Author(s):  
Woocheol Kim
Keyword(s):  
Job Performance ◽  
Work Engagement ◽  
Turnover Intention ◽  
Job Resources ◽  
Mediation Effects

scholarly journals Analisis Pengaruh Work Engagement sebagai Mediator antara Job Resources dan Kepemimpinan Tranformasional terhadap Organizational Commitment dan Job Performance di Lembaga Pendidikan Indonesia Amerika

2018 ◽  
Vol 14 (3) ◽  
pp. 171-192
Author(s):  
Oudrey Jefany
Keyword(s):  
Organizational Commitment ◽  
Job Performance ◽  
Work Engagement ◽  
Job Resources

Artikel ini membahas tentang pengaruh work engagement sebagai mediator antara job resources dan kepemimpinan transformasional dengan organizational commitment dan job performance. Penelitian dilakukan pada 80 karyawan tetap di salah satu lembaga pendidikan nonformal yang tersebar di DKI Jakarta, Jawa Barat, Jawa Tengah dan Jawa Timur dengan menggunakan metode regresi linear berganda. Hasil penelitian menunjukan bahwa work engagement berpengaruh positif sebagai mediator untuk hubungan antara job resources dan kepemimpinan transformasional terhadap organizational commitment dan job resources. Total effects yang paling besar ditemukan pada hubungan antara kepemimpinan transformasional terhadap organizational commitment dengan melalui work engagement sebagai mediator.

Effects of job resources factors on nurses job performance (mediating role of work engagement)

2018 ◽  
Vol 31 (8) ◽  
pp. 1000-1013 ◽  
Author(s):  
Muhammad Awais Bhatti ◽  
Norazuwa Mat ◽  
Ariff Syah Juhari
Keyword(s):  
Decision Making ◽  
Job Performance ◽  
Work Engagement ◽  
Factor Model ◽  
Job Characteristics ◽  
Job Security ◽  
Job Resources ◽  
Content Type ◽  
Worker Support ◽  
Participation In Decision Making

Purpose The purpose of this paper is to examine the mediating role of work engagement (vigor and dedication) between job resources (job characteristics, supervisor and co-worker support, participation in decision making and job security) and job performance (task and contextual) rated by the supervisor. Design/methodology/approach A sample of 364 nurses and their supervisors was used. Structural equation modeling with Amos 17 was used to obtain a model fit with path significance of work engagement as the mediator between job resources and job performance. Findings The results found support for the proposed conceptual claim and confirm that work engagement with a two-factor model (vigor and dedication) mediates the relationship between job resources (job characteristics, supervisor and co-worker support, participation in decision making and job security) and with a multidimensional construct of job performance (task and contextual performance) rated by the supervisor. Practical implications The findings of this research will help human resource managers and professionals to further develop the working environment, provide job security and opportunities for employees to participate in decision making in a way that enhances employee work engagement, which, ultimately, improves employee job performance. Originality/value Past studies have not previously tested the two-factor model of work engagement (vigor and dedication) as the mediating variable between job resources (job characteristics, supervisor and co-worker support, participation in decision making and job security) and job performance rated by the supervisor.

scholarly journals Workplace Friendship, Trust in the Leader and Turnover Intention: The Mediating Effects of Work Engagement

2019 ◽  
Vol 9 (4) ◽  
pp. 184
Author(s):  
Vanchai Ariyabuddhiphongs ◽  
Charoon Boonsanong
Keyword(s):  
Work Engagement ◽  
Turnover Intention ◽  
Job Demands ◽  
Job Resources ◽  
Positive Outcomes ◽  
Mediation Model ◽  
Mediating Effects ◽  
Workplace Friendship ◽  
Bank Management ◽  
Bank Tellers

The job demands-resources model hypothesizes work engagement’s positive mediating effects between job resources and positive outcomes; its mediating effects between job resources and negative outcomes have rarely been examined. We propose workplace friendship and trust in the leader as job resources and turnover intention as a negative outcome and hypothesize that workplace friendship and trust in the leader will positively predict work engagement, and that work engagement will negatively predict turnover intention. To test our hypotheses, we conducted a study among 166 bank tellers in Bangkok, Thailand using a questionnaire survey. Regression analysis with bootstrapping was used to test the hypotheses and the mediation model. The hypotheses and the model were supported. The results of our study provide support for the job demands-resources model and suggest for the bank management the advisement of encouraging friendship among bank tellers and cultivating their trust in the managers.

scholarly journals Is the Role of Work Engagement Essential to Employee Performance or ‘Nice to Have’?

2019 ◽  
Vol 11 (4) ◽  
pp. 1050 ◽  
Author(s):  
Woocheol Kim ◽  
Soo Han ◽  
Jiwon Park
Keyword(s):  
Job Performance ◽  
Work Engagement ◽  
Turnover Intention ◽  
Structural Equation ◽  
Employee Performance ◽  
Equation Modeling ◽  
Personal Resources ◽  
Full Time ◽  
Direct Effects ◽  
The Relationship

The current study aimed to scrutinize roles of work engagement as a mediator in the relationships between job and personal resources and employees’ outcomes, namely job performance and turnover intention, specifically focusing on testing the essentiality of work engagement. A total of 571 complete responses from full-time employees in Korean organizations were utilized for data analysis with structural equation modeling (SEM). This study analyzed two research models through the competing model approach: One model (Model 1) specified that job and personal resources directly influence job performance and turnover intention and also indirectly influence job performance and turnover intention through work engagement, whereas the other model (Model 2) specified that job and personal resources only indirectly influence turnover intention and job performance through work engagement. The results of the competing models demonstrated that overall, Model 2 adequately fit better than Model 1. The results also showed that the direct effects of job and personal resources on work engagement, as well as the direct effects of work engagement on job performance and turnover intention were statistically significant. In addition, the results of the study revealed statistically significant mediating effects of work engagement, not only on the relationship between job and personal resources and job performance, but also on the relationship between job and personal resources and turnover intention. Based on the results, theoretical and practical implications for human resource management, limitations, and recommendations for further research are discussed.

Workplace Spirituality and Job Performance in Higher Education

2021 ◽  
Vol 18 (2) ◽  
pp. 128-150
Author(s):  
Mohammed Aboramadan ◽  
Khalid Abed Dahleez
Keyword(s):  
Higher Education ◽  
Job Performance ◽  
Organizational Performance ◽  
Work Engagement ◽  
Affective Commitment ◽  
Organizational Trust ◽  
Workplace Spirituality ◽  
Equation Modeling ◽  
Mediation Effects ◽  
The Impact

Building on the social exchange theory, this paper proposes a model of the effects of workplace spirituality on job performance through the mediation effects of work engagement, affective commitment, and organizational trust. This quantitative-based research relies on structural equation modeling as an analysis technique. Data were collected from 207 faculty members working in the Palestinian higher education sector. Significant mediation effects of work engagement, affective commitment, and organizational trust were found in the relationship between workplace spirituality and job performance of academic staff. This research is original in two ways. First, very few studies examine the impact of workplace spirituality on job performance, a variable that has received less attention in the spirituality literature than organizational performance. Second, the study advances the literature on workplace spirituality by examining the concept in a non-Western academic context.

The Effect of Work Engagement and Job Embeddedness on Turnover Intention Moderates by Job Performance

2015 ◽  
Vol 21 (4) ◽  
pp. 847-849
Author(s):  
Theresia Cynthia ◽  
Laksmi Sito Dwi Irvianti
Keyword(s):  
Job Performance ◽  
Work Engagement ◽  
Turnover Intention ◽  
Textile Industry ◽  
Sampling Technique ◽  
Simple Random Sampling ◽  
Job Embeddedness ◽  
Analysis Method ◽  
The Impact

One of the essential resources in an organization is their human resources which are called employee. Every organization needs good human resource management to manage the relationship and the role of employee to achieve organization’s goal effectively and efficiently. The object of this research was PT. Argo Pantes Tbk that runs its business in textile industry. The purposes of this research was analyzing the impact of Work Engagement and Job Embeddedness to Turnover Intention at PT. Argo Pantes Tbk, partially and simultaneously, and also to analyze the role of Job Performance, as moderating variable. Data of this research were collected through interview and spreading the quesionnaire to 95 employees of PT. Argo Pantes Tbk as respondents by using simple random sampling as sampling technique. The analysis method used were simple and multiple regression and also residual analysis method. The research found that Work Engagement and Job embeddedness have significant impact to Turnover Intention, partially and simultaneously, and Job Performance will moderate the correlation between Work Engagement, Job Embeddedness and Turnover Intention.

Leader-member exchange, work engagement, and job performance

2015 ◽  
Vol 30 (7) ◽  
pp. 754-770 ◽  
Author(s):  
Kimberley Breevaart ◽  
Arnold B. Bakker ◽  
Evangelia Demerouti ◽  
Machteld van den Heuvel
Keyword(s):  
Social Support ◽  
Job Performance ◽  
Work Environment ◽  
Work Engagement ◽  
Job Resources ◽  
Equation Modeling ◽  
Leader Member Exchange ◽  
Content Type ◽  
Member Exchange ◽  
Developmental Opportunities

Purpose – The purpose of this paper is to examine the process through which leader-member exchange (LMX) is related to followers’ job performance. Integrating the literature on LMX theory and resource theories, the authors hypothesized that the positive relationship between LMX and employee job performance is sequentially mediated by job resources (autonomy, developmental opportunities, and social support) and employee work engagement. Design/methodology/approach – In total, 847 Dutch police officers filled out an online questionnaire. Multilevel structural equation modeling was used to test the hypothesized relationships and to account for the nesting of employees in teams. Findings – Employees in high-quality LMX relationships work in a more resourceful work environment (i.e. report more developmental opportunities and social support, but not more autonomy). This resourceful work environment, in turn, facilitates work engagement and job performance. Research limitations/implications – Because of the research design, it is difficult to draw conclusions about causality. Future research may test the newly proposed relationship using a longitudinal or daily diary design. Practical implications – This study emphasizes the value of high-LMX relationships for building a resourceful environment. In turn, this resourceful environment has important implications for employees’ work engagement and job performance. Originality/value – This study examines LMX as a more distal predictor of employee job performance and examines a sequential underlying mechanism to explain this relationship. Furthermore, this paper explicitly examined job resources as a mediator in the relationship between LMX and employee job performance.

The impact of CSR best practices on job performance: the mediating roles of affective commitment and work engagement

2021 ◽  
Vol 8 (1) ◽  
pp. 129-148
Author(s):  
Rima Bizri ◽  
Marwan Wahbi ◽  
Hussein Al Jardali
Keyword(s):  
Best Practices ◽  
Job Performance ◽  
Work Engagement ◽  
Affective Commitment ◽  
Banking Sector ◽  
Cognitive Theory ◽  
Equation Modeling ◽  
Mediation Effects ◽  
Content Type ◽  
The Impact

PurposeOne of the main challenges of human resource management (HRM) functions is how to leverage an organization's corporate social responsibility (CSR) practices for the improvement of employees' job performance. The rationale is that employees identify with and learn from CSR best practices and try to replicate them in their own capacities on the job, thus elevating levels of performance. This study aims at investigating the impact of organizational CSR practices on employee job performance, in the presence of important job attitudes, namely, affective commitment and work engagement.Design/methodology/approachThe study employed structural equation modeling to analyze data that were collected through a survey of previously validated scales. The survey was distributed using the convenience sampling technique among respondents in the Lebanese banking sector, and 302 useable surveys were collected.FindingsThe structural model confirmed the significant influence of CSR best practices on job performance, in the presence of significant mediation effects of affective commitment and work engagement.Practical implicationsThe effects of organizational CSR could be underscored through a variety of HR initiatives that aim at promoting employees' identification with the organization and its CSR goals, thereby enhancing affective organizational commitment and work engagement. Levels of affective commitment and work engagement could be periodically assessed and enhanced through HR-led programs to facilitate and augment their mediatory effects on job performance.Originality/valueThis study fills a gap in the literature by shedding light on the impact of CSR practices on employees' affective commitment and work engagement within the framework of the social cognitive theory. It highlights the importance of employees' identification with their organization's CSR values and practices, leading to improved job performance, a dynamic that has not been studied in previous research. This study also serves as a point of reference to future studies that will be conducted after the Lebanese banking sector undergoes restructuring, following accusations of corruption and mismanagement.

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