Work Engagement Among Employees Facing Emotional Demands

This two-wave study examined work engagement as a function of personal resources and emotionally demanding conditions at work. We hypothesized that personal resources (self-efficacy and optimism) buffer the effect of emotional demands and emotion-rule dissonance on work engagement. Furthermore, we expected that emotional demands/dissonance boost the effect of personal resources on work engagement. One-hundred sixty-three employees, who provide service to customers, participated at both measurement times. Analyses supported (a) the buffering hypothesis, since emotional demands and dissonance related negatively to work engagement when self-efficacy – but not optimism – was low, and (b) the boosting hypothesis, since self-efficacy – but not optimism – related positively to engagement particularly when emotional demands and dissonance were high.

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Test of the job demand resources model in Thailand

International Journal of Organization Theory and Behavior ◽

10.1108/ijotb-03-2018-0036 ◽

2019 ◽

Vol 22 (1) ◽

pp. 2-21

Author(s):

Manjiri Kunte ◽

Parisa Rungruang

Keyword(s):

Role Conflict ◽

Work Engagement ◽

Self Efficacy ◽

Job Demands ◽

Self Report ◽

Job Resources ◽

Personal Resources ◽

Cross Sectional ◽

Content Type

PurposeThe purpose of this paper is to test the hypothesized relationships between job demands, job resources and personal resources toward work engagement, by utilizing a cross section of Thai employees.Design/methodology/approachIn this study, a group of employees (n=416) responded to a set of self-report surveys on job demands, job resources, personal resources and work engagement.FindingsThe results of the hierarchical regression analysis supported the relationships between job demands (i.e. workload and role conflict), job resources, personal resources (self-efficacy) and work engagement. In addition, the results supported the role of (positive) self-esteem as moderator in the role ambiguity and work engagement relationship, and the role of self-efficacy in buffering the effect of role conflict and workload on work engagement. The final model explained 43 percent of the variance in the dependent variable.Research limitations/implicationsThis study will help managers in understanding employee expectations and providing appropriate feedback. Devising effective jobs, which lead to perceptions of meaningfulness, safety and availability leading to improved engagement.Originality/valueThis is the first study employing the job demands resources model in a cross-sectional study in Thailand.

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Mediating the role of work engagement between personal resources (self-efficacy, the big five model) and nurses’ job performance

International Journal of Human Rights in Healthcare ◽

10.1108/ijhrh-10-2017-0056 ◽

2018 ◽

Vol 11 (3) ◽

pp. 176-191 ◽

Cited By ~ 5

Author(s):

Muhammad Awais Bhatti ◽

Mohammed Alshagawi ◽

Ariff Syah Juhari

Keyword(s):

Job Performance ◽

Big Five ◽

Work Engagement ◽

Self Efficacy ◽

Factor Model ◽

Personal Resources ◽

Performance Task ◽

Content Type ◽

Big Five Model

Purpose The purpose of this paper is to examine the mediating role of work engagement (vigor and dedication) between personal resources (self-efficacy and Big Five model) and job performance (task and contextual) rated by supervisor. Design/methodology/approach A sample of 364 nurses and their supervisors was used. Structural equation modeling with Amos-17 was used to obtain model fit with path significance of work engagement as mediator between personal resources and job performance. Findings The results found support for the proposed conceptual claim and confirm that work engagement with the two-factor model (vigor and dedication) mediates the relationship between personal resources (self-efficacy and Big five model) and with multidimensional construct of job performance (task and contextual performance) rated by the supervisor. Originality/value Past researches have never tested the two-factor model of work engagement (vigor and dedication) as mediating variable between personal resources (self-efficacy and big five model) and job performance rated by the supervisor.

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Work–Life Imbalance as a Moderator in the Relationship Between Resources and Work Engagement

Journal of Personnel Psychology ◽

10.1027/1866-5888/a000135 ◽

2015 ◽

Vol 14 (2) ◽

pp. 80-90 ◽

Cited By ~ 3

Author(s):

Delia Vîrgă ◽

Alexandra Horga ◽

Dragoș Iliescu

Keyword(s):

Work Engagement ◽

Self Efficacy ◽

Positive Relationship ◽

Job Demands ◽

Emotional Stability ◽

Work Life ◽

Job Resources ◽

Personal Resources ◽

Job Demand ◽

The Relationship

This study examines the interplay between (a) job resources, (b) personal resources (organizational-based self-esteem, self-efficacy), and personality traits (conscientiousness, extraversion, and emotional stability), (c) a specific job demand (work–life imbalance), and (d) work engagement, in line with the alternative JD-R model proposed by Bakker (2011) . Data was collected from 223 Romanian employees. Results show that work–life imbalance (WLI) undermines the positive relationship between self-efficacy and work engagement. In a three-way Job resources × Personal resources × Job demands interaction, self-efficacy and job resources had a positive relationship with work engagement when work–life imbalance was low. Also, in a three-way Job resources × Personality × Job demands interaction, the association between emotional stability and job resources was positive when work–life imbalance was low.

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The impact of personal resources on turnover intention

European Journal of Training and Development ◽

10.1108/ejtd-05-2017-0048 ◽

2017 ◽

Vol 41 (8) ◽

pp. 705-721 ◽

Cited By ~ 7

Author(s):

Woocheol Kim ◽

Young Sup Hyun

Keyword(s):

Human Resource Development ◽

Human Resource ◽

Work Engagement ◽

Turnover Intention ◽

Self Efficacy ◽

Negative Impact ◽

Self Esteem ◽

Personal Resources ◽

Content Type ◽

Practical Implications

Purpose This paper aims to investigate mediating effects of employees’ work engagement in the relationships between their personal resources (i.e. self-efficacy, organizational-based self-esteem and optimism) and turnover intention within Korean organizations. Design/methodology/approach A total of 571 survey responses collected from Korean organizations were utilized and analyzed to test the proposed research hypotheses by using structural equation modeling. Findings The results showed that all of personal resources had a positive impact on work engagement and work engagement had a negative impact on turnover intention. The results also revealed that although both organizational-based self-esteem and optimism had a negative impact on turnover intention, self-efficacy had an impact on turnover intention with the opposite way. In addition, work engagement mediated the relationships among self-efficacy, organizational-based self-esteem, optimism and turnover intention. Practical implications The findings of the study could suggest practical implications when human resource development (HRD) professionals consider appropriate human resource interventions (e.g. training intervention) as to how to create and maintain a working environment where employees are facilitated and learned to have high levels of personal resources (i.e. self-efficacy, organizational-based self-esteem and optimism), which leads to enhancing employees’ work engagement and positive outcomes (e.g. lower turnover intention). Originality/value Given that little research effort has been made to investigate the relationships among personal resources (i.e. self-efficacy, organizational-based self-esteem and optimism), work engagement and turnover intention, this research contributes to the HRD literature by adding empirical evidence of the relationships in the context of Korean organizations.

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Personal resources and turnover intention among private sector employees: Does work engagement still matter?

JEMA Jurnal Ilmiah Bidang Akuntansi dan Manajemen ◽

10.31106/jema.v17i1.4989 ◽

2020 ◽

Vol 17 (1) ◽

pp. 1

Author(s):

Ratna Tri Hardaningtyas

Keyword(s):

Work Engagement ◽

Turnover Intention ◽

Self Efficacy ◽

Structural Equation ◽

Positive Relationship ◽

Self Esteem ◽

Bright Spot ◽

Equation Modeling ◽

Business Success ◽

Personal Resources

Work engagement has emerged as a core element of talent management to acquire and retain high-performing employees in the labor market and a potential bright spot for business success. Due to the aforementioned positive influences and benefits of improving employees' work engagement, many organizations put more effort towards enhancing and maintaining levels of work engagement as their top priority for an effective human resource system. This study aimed to investigate the mediating effects of employees' work engagement in the relationships between their personal resources (self-efficacy, organizationalbased self-esteem, and optimism) and turnover intention. A total of 119 survey responses collected by convenience sampling and analyzed by using structural equation modeling (SEM). This study concluded that there is a positive relationship between self-efficacy, organizationalbased self-esteem, optimism, and work engagement. The mediation role of work engagement in the relationship between self-efficacy, organizational-based self-esteem, optimism, and turnover intention proves significantly in this study. Interestingly, this study found that there is a positive relationship of self-efficacy on turnover intention which means that the higher level of self-efficacy does not indicate the lower turnover intention. Employees with a high level of self-efficacy believe that they are giving too much to their organization Therefore, they eventually negotiated more for higher salaries while at the same time seeing more alternative jobs/organizations offers in case they are not appreciated enough for what they do for organizations.

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