Bullying effects on performance and engagement among academics

2019 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Matti Meriläinen ◽  
Kristi Kõiv ◽  
Anu Honkanen
Keyword(s):  
Work Engagement ◽  
Structural Equation ◽  
Work Performance ◽  
Rating Scale ◽  
Mail Survey ◽  
Content Type ◽  
Perceived Performance ◽  
Point Rating Scale ◽  
And Performance ◽  
The Relationship

Purpose The purpose of this paper is to examine relationships between perceived bullying, work engagement and work performance among Estonian academics. Specifically, it details what forms of bullying affect work engagement and performance. Moreover, the study explores the relationship between engagement and performance among bullied academics. Design/methodology/approach A total of 864 faculty members from nine Estonian universities participated in an e-mail survey in Spring 2014. Bullying was measured using the Negative Acts Questionnaire-Revised (NAQ-R22), and work engagement was assessed using the nine-item Utrecht Work Engagement Scale. Respondents’ perceived performance and productivity were measured on a ten-point rating scale. Structural equation modelling was used to analyse the relationship between bullying, engagement and performance. Findings Perceived bullying – especially “professional understating” – decreased work engagement and work performance among Estonian academics. The decrease in performance preceded the decrease in engagement or vice versa. The decrease in engagement was followed by lowered performance. Research limitations/implications A longitudinal study is needed to prove the specific one-way effect of (decreased) performance (because of perceived bullying) on engagement. Practical implications Preventing bullying and further increasing engagement and performance among Estonian academics requires getting out of policy of professional understating. Social implications The authors need to determine why Estonian academics experience professional understating, which includes being ordered to perform tasks below one’s level of competence and having key areas of responsibility removed or replaced with more trivial or unpleasant tasks. Originality/value The present results prove that it is possible to differentiate between specific forms of bullying in a specific context and further reveal those factors specifically that affect work performance and work engagement. Among Estonian academics – revealed in this study – “professional understating” seems to be such a factor.

The role of organizational justice in the customer orientation–performance relationship

2020 ◽  
Vol 33 (2) ◽  
pp. 277-297
Author(s):  
Francisco Trincado-Munoz ◽  
Leslier Valenzuela-Fernández ◽  
Melany Hebles
Keyword(s):  
Organizational Justice ◽  
Work Engagement ◽  
Structural Equation ◽  
Customer Orientation ◽  
Perceived Fairness ◽  
Content Type ◽  
And Performance ◽  
The Impact ◽  
The Relationship

PurposeWhile companies have increasingly encouraged employees to adopt a customer orientation, less attention has been given to the impact that customer orientation has on employees' job outcomes and performance. Previous research has used job demands-resource theory (JD-R) and proposed several mechanisms through which customer orientation influences performance, yet the intervening variables in the process have shown inconsistent results. The purpose of this paper is to investigate the contextual role of organizational justice on the relationship between customer orientation and performance through work engagement. In this way, offering more understanding of the contingent effects that intervene in the customer orientation–performance relationship.Design/methodology/approachUsing a structural equation model (SEM) in a sample of 249 marketing, sales and management managers in Chilean companies, this paper tested different hypotheses concerning the role of work engagement, organizational justice and customer orientation in relation to perceived performance.FindingsThis study informs that organizational justice (procedural and distributive justice) moderates the relationship between customer orientation and performance through work engagement. Precisely, the findings reveal that at lower values of organizational justice, changes in customer orientation negatively influence work engagement and in turn performance.Originality/valueThe results contribute to strengthening customer orientation theory by integrating a contextual variable often omitted: organizational justice. By exploring the moderation effect of organizational justice on customer orientation, this paper reveals contingent effects of employees' perceived fairness on the organization in the relationship between customer orientation and performance through work engagement. The findings encourage managers to look after employees' perceived organizational justice when they implement customer-oriented approaches, in particular, of those employees who work in the frontline sales and service positions.

Trust in leaders, work satisfaction and work engagement in public hospitals

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Ole Kristian Sandnes Håvold ◽  
Jon Ivar Håvold ◽  
Richard Glavee-Geo
Keyword(s):  
Work Engagement ◽  
Personal Development ◽  
Structural Equation ◽  
Work Performance ◽  
Work Satisfaction ◽  
Basic Needs ◽  
Public Hospitals ◽  
Content Type ◽  
Trust In Leaders ◽  
The Relationship

PurposeTo investigate the relationship between trust in leaders and work satisfaction on work engagement in public hospitals.Design/methodology/approachSurvey data were collected from 137 employees working in two medium-sized public hospitals. A model based on a review of the literature was developed and tested using variance-based structural equation technique.FindingsWork engagement is significantly influenced by trust in leaders and work satisfaction. Work satisfaction partially mediates the relationship between trust in leaders and work engagement. Furthermore, personal development, affiliation and belonging and basic needs for job fulfilment significantly influence work satisfaction. Likewise, basic needs for job fulfilment and co-workers' empathy significantly influence trust in leaders.Practical implicationsThis study indicates that in public hospitals satisfaction and trust in a leader have a substantial influence on work engagement, highlighting the importance of a good trust relationship in the workplace. It is also important for leaders to understand that increased work engagement leads to a well-motivated workforce, improved work performance, low absence from work due to sick leave and a good patient experience.Originality/valueNot much research has been done on the direct effects of trust and satisfaction on engagement. Moreover, the study contributes to the existing literature through the development and testing of the “work engagement model”.

Reverse mentoring, job crafting and work-outcomes: the mediating role of work engagement

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Neha Garg ◽  
Wendy Murphy ◽  
Pankaj Singh
Keyword(s):  
Work Engagement ◽  
Structural Equation ◽  
Work Performance ◽  
Job Crafting ◽  
Equation Modeling ◽  
Cross Sectional Survey ◽  
Content Type ◽  
Withdrawal Behavior ◽  
The Relationship

PurposeReverse mentoring and job crafting are innovative, employee-driven job resources that can lead to positive organizational outcomes. The purpose of this paper is to explore the role of work engagement in mediating the association of these resources with work performance and work withdrawal behavior.Design/methodology/approachHypotheses were tested using structural equation modeling on data obtained from 369 software developers in India.FindingsFindings demonstrate that reverse mentoring and job crafting are positively related to work engagement, which, in turn, increase performance and decreases work withdrawal behaviors. Work engagement partially mediates the association of job crafting with both outcomes. In contrast, work engagement fully mediates the relationship between reverse mentoring and withdrawal behavior and partially mediates the relationship between reverse mentoring and work performance.Research limitations/implicationsThis study is a cross-sectional, survey design in the understudied technical industry in India, which may limit generalizability. However, the authors also connect the previously unrelated literatures on reverse mentoring and work engagement and develop a scale for use in future reverse mentoring studies.Practical implicationsThis study provides evidence to support practitioners in implementing resources for reverse mentoring and job crafting to increase work engagement among employees and subsequent positive outcomes.Originality/valueOrganizations can support reverse mentoring and job crafting as cost effective employee development tools. The research focuses on the mentors, who tend to be the less experienced and younger counterparts in a reverse mentoring pair and a critical part of the workforce for the growing IT industry.

I'll manage myself: the moderator effect of positive framing on the relationship between organisational politics and engagement

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Robinson James
Keyword(s):  
Work Engagement ◽  
Structural Equation ◽  
Harmful Effect ◽  
Negative Relationship ◽  
Partial Least Square ◽  
Least Square ◽  
Moderator Effect ◽  
Content Type ◽  
The Relationship ◽  
Organisational Politics

PurposeThis study aims to investigate the influence of organisational politics on work engagement and the moderator effect of positive framing on this relationshipDesign/methodology/approachData were collected from 241 public sector employees in Sri Lanka through a structured questionnaire and analysed with partial least square structural equation modelling (PLS_SEM).FindingsThe results indicated that organisational politics negatively influenced employees' work engagement, positive framing positively influenced engagement and weakened the negative relationship between politics and engagement.Practical implicationsThis study suggests that organisation and individuals must take the necessary steps to enhance work engagement. Organisations must be transparent in all activities to avoid employees' negative perception. Also, organisations need to take steps to recruit employees with positive framing or develop this competency through training and development. Individuals also need to take necessary steps to frame the work environment positively to enhance their engagement in work.Originality/valueThis study extends the literature by being the first to examine the positive framing as a moderator in the relationship between politics and engagement. This study found that positive framing as a resource reduced the harmful effect of organisational politics on engagement and suggested positive framing can be considered as a resource in the future investigation of the job demand–resource model.

Trait emotional intelligence and job performance evaluations: evidence from self, manager, team and peer ratings

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Adrian Furnham ◽  
Luke Treglown ◽  
Daria Topic
Keyword(s):  
Emotional Intelligence ◽  
Job Performance ◽  
Structural Equation ◽  
Performance Appraisals ◽  
Performance Evaluations ◽  
Trait Emotional Intelligence ◽  
Peer Ratings ◽  
Content Type ◽  
And Performance ◽  
The Relationship

Purpose The study aims to look at whether trait emotional intelligence (EI) was related to the job performance level of a manager, their immediate team and their peers. Design/methodology/approach This study looked at the relationship between trait EI and performance appraisals, as evaluated by the person themselves, their peers, manager and team. Trait EI facets of 903 employees were compared to evaluated performance appraisals of the different groups four months later. Findings All 15 of the correlations (20 < r < 0.42) between the emotional intelligence facets and self-ratings were significantly positive whilst for managers 10, peers 6 and team only 4 were significant, though all were positive. In line with affective primacy theory, structural equation modelling revealed performance was rated higher by non-manager colleagues when employees exhibited traits associated with positive interpersonal interactions. Originality/value There are very few studies using multi-source ratings to explore the consequences of EI on a manager’s team and peers.

The influence of age on the job resources-engagement relationship

2019 ◽  
Vol 27 (4) ◽  
pp. 1218-1238 ◽  
Author(s):  
Wei Ning ◽  
Albi Alikaj
Keyword(s):  
Work Engagement ◽  
Structural Equation ◽  
Job Resources ◽  
Equation Modeling ◽  
Content Type ◽  
Work Arrangements ◽  
Older Employees ◽  
Age Related ◽  
Employee Work Engagement ◽  
The Relationship

PurposeThe purpose of this paper is to examine the moderating role of employee age in the relationship between work engagement and several job resources.Design/methodology/approachThe study used questionnaire-based surveys completed by 804 employees from firms located in West China. The data were then analyzed by conducting latent moderated structural equation modeling.FindingsThe results of the study show that certain job resources (autonomy, recognition, colleague support, participation, job security and flexible work arrangements) are more effective for older employees in promoting work engagement, while other resources (job feedback, opportunities for development, skill variety and internal promotion) are more tailored toward younger employees.Research limitations/implicationsThe results suggest that job resources are not equally effective in affecting employee work engagement. Therefore, future studies should adopt a dynamic lifespan perspective when studying the relationship between job resources and work engagement.Practical implicationsThe current study indicates that to increase younger employees’ work engagement, organizations need to rely more on development-oriented job resources, and to increase older employees’ work engagement, they need to focus more on maintenance-oriented resources.Originality/valueThe literature on work engagement has assumed that the strength of the relationship between job resources and work engagement is uniform among employees at all ages. This study refers to two life-span theories from the development psychology literature to explain that there are age-related differences in the effect of job resources on employee work engagement.

Does work engagement mediate the perceived career support- and career adaptability- work performance relationship?

2019 ◽  
Vol 12 (2) ◽  
pp. 310-327 ◽  
Author(s):  
Manish Gupta
Keyword(s):  
Work Engagement ◽  
Work Performance ◽  
Career Adaptability ◽  
Career Support ◽  
Content Type ◽  
Mediating Role ◽  
Positive Effects ◽  
Relationship Of ◽  
The Relationship

Purpose The purpose of this paper is to examine the mediating role of work engagement between the relationship of perceived career support and work performance as well as between the relationship of career adaptability and work performance. Design/methodology/approach Data were collected form 606 i-generation liquid knowledge workers. They had completed their internship program in the industry for a period of at least one month. Regression analysis was carried out to test the hypothesized framework. Findings Most of the results indicated support for the hypotheses. Work engagement was found to be mediating the perceived career support and work performance relationship fully. However, work engagement was found to be mediating the career adaptability and work performance relationship only partially. Research limitations/implications Engaging liquid workers plays a crucial role in passing the positive effects of perceived career support and career adaptability to work performance. Practical implications The findings suggest that managers may take steps to enhance engagement levels of the employees so that it can help the interns high on perceived career support and career adaptability perform well at work. Originality/value To the best of the authors’ knowledge, this study is unique that tests and finds the intervening role of work engagement between work performance and the two career-related constructs.

Corporate governance and performance of medium-sized firms in Nigeria: does sustainability initiative matter?

2020 ◽  
Vol 20 (3) ◽  
pp. 401-427
Author(s):  
Babatunji Samuel Adedeji ◽  
Tze San Ong ◽  
Md Uzir Hossain Uzir ◽  
Abu Bakar Abdul Hamid
Keyword(s):  
Corporate Governance ◽  
Financial Performance ◽  
Financial Reporting ◽  
Structural Equation ◽  
Negative Impact ◽  
Positive Impact ◽  
Mediating Effect ◽  
Content Type ◽  
And Performance ◽  
The Relationship

Purpose The non-existence of the corporate governance (CG) concept for practices by non-financial medium-sized firms (MSFs) in Nigeria informed. This study aims to determine whether CG practices influence firms’ performance and whether sustainability initiative (SI) mediates the relationship between CG and MSFs’ performance in Nigeria. Design/methodology/approach A total of 300 firms were selected on convenience sampling basis from South Western Nigeria using a structured questionnaire. The authors used Statistical Package for Social Sciences for exploratory data analysis and hypotheses were tested using covariance-based structural equation modelling. Findings The results show that CG has a significant positive effect on performance [financial performance (FNP) and non-financial performance (NFP)] and SI. SI has a mixed impact on performance, e.g. a significant positive impact on NFP but insignificant negative impact on FNP. Similarly, SI has a combined mediating effect in the relationship between CG and performance, e.g. fully mediates CG → NFP and does not mediate CG → FNP. Firms are to invest in social and environmental initiatives substantially. CG codes will complement the International Financial Reporting Standards for MSFs. Research limitations/implications This study supports the assumptions of theories (institutional, stakeholder and agency) as the basis for the usage of multiple approaches to determine the outcome of hypotheses, especially in developing climes. Practical implications The study contributes to CG and performance literature by examining the mediating effects of SI. The paper also shows the necessity to emphasise NFP aspect. Policymakers should evolve CG codes to encourage stakeholders to believe more in the corporate existence of MSFs for strengthening capital-base and quality personnel engagement. Originality/value To the best of the authors’ knowledge, this is one of the first empirical attempts showing the evidence on the relationship between CG and NFP in Nigeria.

Authentic leadership and work engagement: the mediating effect of practicing core values

2018 ◽  
Vol 39 (2) ◽  
pp. 276-290 ◽  
Author(s):  
Jihye Oh ◽  
Daeyeon Cho ◽  
Doo Hun Lim
Keyword(s):  
Work Engagement ◽  
Structural Equation ◽  
Authentic Leadership ◽  
Factor Model ◽  
Core Values ◽  
Mediating Effect ◽  
Self Report ◽  
Equation Modeling ◽  
Content Type ◽  
The Relationship

Purpose The purpose of this paper is to investigate the mediating effect of practicing core values on the relationship between authentic leadership and work engagement in a Korean corporate environment. Design/methodology/approach Self-report data on authentic leadership, practicing core values, and work engagement were obtained from 281 employees of three major corporations in South Korea. Structural equation modeling was adopted to analyze the data. Findings The results revealed a direct and significant influence of authentic leadership on both practicing core values and work engagement. In addition, practicing core values was found to have a partial mediating effect on the relationship between authentic leadership and work engagement. Research limitations/implications This study revealed a three-factor model of authentic leadership compared to the four-factor model found in western cultural contexts. Similar findings are indicated for other Asian countries. A rigorous future study is warranted to validate the psychometric structure across different cultural settings. Harman’s single factor test was performed to address the common method variance issue. Practical implications Practicing core values functioned as a catalyst for developing authentic leaders. Therefore, it is necessary that organizational development practitioners perform developmental activities to purposefully facilitate practicing core values. Originality/value The study falls under the isolated or disregarded researched topic of the practicing core values in relation to authentic leadership and work engagement.

Intrapreneurship to engage employees: role of psychological capital

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Jatin Pandey ◽  
Manish Gupta ◽  
Yusuf Hassan
Keyword(s):  
Work Engagement ◽  
Structural Equation ◽  
Online Survey ◽  
Psychological Capital ◽  
Business Environment ◽  
Content Type ◽  
Mediating Role ◽  
Survey Responses ◽  
The Relationship

PurposeIntrapreneurship is gaining traction in organizations to buckle up for the dynamic business environment. Scholars have argued that intrapreneurship increases positivity at work and helps employees attach themselves better with their job. However, empirical evidence suggests that these relationships do not exist. The objective of this paper is to examine the mediating role of psychological capital (PsyCap) in the relationship between intrapreneurship and work engagement.Design/methodology/approachData were collected through an online survey. Responses from 309 employees working in different industries in India were analysed. Structural equation modelling (SEM) was used to analyse the hypothesized relationships.FindingsThe results show that there exist positive relationships among intrapreneurship, psychological capital (PsyCap) and work engagement. Further, it was observed that the PsyCap partially mediates the relationship between intrapreneurship and work engagement.Practical implicationsManagers may not only encourage intrapreneurial behaviour in their organizations but also ensure that the employees are psychologically capable (high on PsyCap). It would enable the employees to engage themselves wholeheartedly into their work.Originality/valueTo the best of the authors' knowledge, this study is one of its kinds to relate intrapreneurship with PsyCap and work engagement.

Sign in / Sign up

Export Citation Format

Share Document