Job Resources, Work Engagement, and Hotel Employee Outcomes: A Time-Lagged Analysis

Abstract Background: Research shows that leaders influence the health and well-being of employees, by being either a buffer or major source of employee's work stressors. Various leadership behaviors and their relation to employee outcomes have been examined. Yet, a satisfactory explanation of how leaders’ behavior influences health has not been found. A new line of research investigates the construct of “health-oriented leadership”, that is, the health awareness of leaders towards themselves (“self-care”) and towards their employees (“staff-care”). It is hypothesized that this health-orientation has a direct effect on both leader’s and employees’ health, as well as an indirect effect mediated by their working conditions.Methods: Data were derived from four company research projects, that involved employee and leader surveys on work, health, and well-being. The sample consisted of 50 teams, with 191 leaders and 604 team members. To test the relation between a leader’s self-care and his/her engagement, exhaustion, as well as staff-care, multiple regression analyses and mediation analyses were conducted. The relation between a leader’s staff-care, the team’s job resources and demands, and the individual employee outcomes engagement and exhaustion were tested with multilevel analyses.Results: Regression analysis showed that the stronger a leader's health-orientation towards him/-herself (“self-care”), the stronger was the health-orientation towards his/her employees (“staff-care”). A leader’s self-care was also associated with higher work engagement and lower exhaustion and this relation was mediated by his/her job resources and demands, respectively. Multilevel analysis showed that a leader's staff-care was associated with employee work engagement and exhaustion, and that this relation was mediated by team-level job resources and demands, respectively.Conclusions: The health-orientation of leaders relates to their own as well as their teams' engagement and exhaustion, which is partly mediated by job demands and resources. Thus the construct of health-orientation may prove worthy of further exploration. For practical conclusions, this study provides support for researching not different leadership styles with very specific facets, but a general orientation towards health, which can be implemented into coaching and consulting sessions for organizations.

Download Full-text

Stressors, work engagement and their effects on hotel employee outcomes

Service Industries Journal ◽

10.1080/02642069.2018.1520842 ◽

2018 ◽

Vol 39 (3-4) ◽

pp. 279-298 ◽

Cited By ~ 13

Author(s):

Olusegun A. Olugbade ◽

Osman M. Karatepe

Keyword(s):

Work Engagement ◽

Employee Outcomes ◽

Hotel Employee

Download Full-text

Unraveling the black box

Employee Relations ◽

10.1108/er-04-2017-0084 ◽

2019 ◽

Vol 41 (1) ◽

pp. 67-83 ◽

Cited By ~ 17

Author(s):

Georgiana Karadas ◽

Osman M. Karatepe

Keyword(s):

Work Engagement ◽

High Performance ◽

Psychological Capital ◽

Current Knowledge ◽

Black Box ◽

Employee Outcomes ◽

Content Type ◽

Time Lagged ◽

Intermediate Linkage ◽

The Impact

Purpose The purpose of this paper is to investigate the potential mediators that operate in the black box between high-performance work systems (HPWS) and employee outcomes. Design/methodology/approach The relationships the authors developed were assessed via data obtained from a time-lagged sample of customer-contact employees and their direct supervisors in the Romanian hotel industry. The study employed bias-corrected bootstrapping analysis to gauge the mediating effects. Findings The findings reveal that psychological capital mediates the impact of HPWS on work engagement. As hypothesized, both psychological capital and work engagement mediate the impact of HPWS on quitting intentions, creative performance and extra-role performance. In short, the findings underscore both psychological capital and work engagement as the two mediators that operate in the black box between HPWS and the aforesaid employee outcomes. In addition, the empirical data support the impact of work engagement in the intermediate linkage between psychological capital and these outcomes. Originality/value The study enhances current knowledge on HPWS by examining the potential mediators between HPWS and motivational outcomes and job outcomes.

Download Full-text

Job Crafting as a Mediator between Work Engagement and Wellbeing Outcomes: A Time-Lagged Study

International Journal of Environmental Research and Public Health ◽

10.3390/ijerph16081376 ◽

2019 ◽

Vol 16 (8) ◽

pp. 1376 ◽

Cited By ~ 10

Author(s):

Enrique Robledo ◽

Salvatore Zappalà ◽

Gabriela Topa

Keyword(s):

Job Satisfaction ◽

Job Performance ◽

Work Engagement ◽

Job Crafting ◽

Job Resources ◽

Mediating Role ◽

Time Lagged ◽

The Relationship ◽

Positive Effect

This time-lagged study, using the framework of the JD-R model, tested the mediating role of job crafting measuring: at T1, work engagement, workaholism and emotional exhaustion; at T2, job crafting; and, at T3, flourishing, job performance and job satisfaction. Respondents were 443 Spanish employees working in different companies. Results show that job crafting mediates the relationship between work engagement and some of its outcomes (job performance and flourishing). In particular, the job crafting component ‘increasing structural job resources’ mediates the positive effect of work engagement on flourishing and job performance, and the job crafting component ‘increasing challenging demands’ mediates the positive effect of work engagement on job performance. No job crafting mediation is found between work engagement and job satisfaction.

Download Full-text

Is the health-awareness of leaders related to the working conditions, engagement, and exhaustion in their teams? A multi-level mediation study

BMC Public Health ◽

10.1186/s12889-021-11985-1 ◽

2021 ◽

Vol 21 (1) ◽

Author(s):

Luisa A. Grimm ◽

Georg F. Bauer ◽

Gregor J. Jenny

Keyword(s):

Working Conditions ◽

Work Engagement ◽

Self Care ◽

Well Being ◽

Job Resources ◽

Health Awareness ◽

Employee Outcomes ◽

Mediation Analyses ◽

The Individual ◽

Health And Well Being

Abstract Background Research shows that leaders influence the health and well-being of employees, by being either a buffer or major source of employee’s work stressors. Various leadership behaviors and their relation to employee outcomes have been examined. Yet, a satisfactory explanation of how leaders’ behavior influences health has not been found. A new line of research investigates the construct of “health-oriented leadership”, that is, the health awareness of leaders towards themselves (“self-care”) and towards their employees (“staff-care”). It is hypothesized that this health-orientation has a direct effect on both leader’s and employees’ health, as well as an indirect effect mediated by their working conditions. Methods Data were derived from four company research projects, that involved employee and leader surveys on work, health, and well-being. The sample consisted of 50 teams, with 191 leaders and 604 team members. To test the relation between a leader’s self-care and his/her engagement, exhaustion, as well as staff-care, multiple regression analyses and mediation analyses were conducted. The relation between a leader’s staff-care, the team’s job resources and demands, and the individual employee outcomes engagement and exhaustion were tested with multilevel analyses. Results Regression analysis showed that the stronger a leader’s health-orientation towards him/−herself (“self-care”), the stronger was the health-orientation towards his/her employees (“staff-care”). A leader’s self-care was also associated with higher work engagement and lower exhaustion and this relation was mediated by his/her job resources and demands, respectively. Multilevel analysis showed that a leader’s staff-care was associated with employee work engagement and exhaustion, and that this relation was mediated by team-level job resources and demands, respectively. Conclusions The health-orientation of leaders relates to their own as well as their teams’ engagement and exhaustion, which is partly mediated by job demands and resources. Thus the construct of health-orientation may prove worthy of further exploration. For practical conclusions, this study provides support for researching not different leadership styles with very specific facets, but a general orientation towards health, which can be implemented into coaching and consulting sessions for organizations.

Download Full-text

Challenge Demands, Hindrance Demands, and Psychological Need Satisfaction

Journal of Personnel Psychology ◽

10.1027/1866-5888/a000122 ◽

2015 ◽

Vol 14 (2) ◽

pp. 70-79 ◽

Cited By ~ 24

Author(s):

Simon L. Albrecht

Keyword(s):

Work Engagement ◽

Job Demands ◽

Self Determination Theory ◽

Structural Equations ◽

Need Satisfaction ◽

Self Determination ◽

Job Resources ◽

Mediating Effects ◽

Psychological Need ◽

Practical Implications

The job demands-resources (JD-R) model provides a well-validated account of how job resources and job demands influence work engagement, burnout, and their constituent dimensions. The present study aimed to extend previous research by including challenge demands not widely examined in the context of the JD-R. Furthermore, and extending self-determination theory, the research also aimed to investigate the potential mediating effects that employees’ need satisfaction as regards their need for autonomy, need for belongingness, need for competence, and need for achievement, as components of a higher order needs construct, may have on the relationships between job demands and engagement. Structural equations modeling across two independent samples generally supported the proposed relationships. Further research opportunities, practical implications, and study limitations are discussed.

Download Full-text