Relationship between employee well-being and organizational health: symbiotic or independent?

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Anupama Singh ◽  
Sumi Jha
Keyword(s):  
Employee Engagement ◽  
Work Engagement ◽  
Positive Relationship ◽  
Well Being ◽  
Organizational Health ◽  
Negative Aspect ◽  
Static State ◽  
Content Type ◽  
Development Organization ◽  
Micro Foundations

Purpose The purpose of this study is to understand the bi-directional causal relationship (regular and reverse causation) between employee well-being and organizational health, which is grounded in the micro-foundations of institutional theory. Design/methodology/approach In this study, employee well-being has two facets: work engagement and burnout. The positive aspect of employee well-being has been conceptualized by work engagement, whereas the negative aspect has been conceptualized with the help of burnout. As concurrent triangulation method was adopted, the qualitative data, as well as quantitative data, was collected from various laboratories of Council of Scientific and Industrial Research – an Indian research and development organization. Findings The findings did not show the existence of a symbiotic relationship between employee well-being and organizational health. The findings indicated the existence of a significant positive relationship between organizational health and employee well-being, but the reverse effect was found to be non-significant. This shows that when organizational health is good, employees’ health will also be good but not vice versa. Originality/value This study shows that health is not a static state, and so, at any given point in time, employee well-being cannot have a positive relationship with organizational health. Employee engagement helps enhance organizational health, whereas burnout can hinder organizational health if not properly mitigated.

scholarly journals High-performance work systems and employee outcomes in Indian call centres: a mediation approach

2018 ◽  
Vol 47 (4) ◽  
pp. 931-950 ◽  
Author(s):  
Subramaniam Ananthram ◽  
Matthew J. Xerri ◽  
Stephen T.T. Teo ◽  
Julia Connell
Keyword(s):  
Job Satisfaction ◽  
Employee Engagement ◽  
High Performance ◽  
Positive Relationship ◽  
Well Being ◽  
Call Centre ◽  
Work Systems ◽  
Content Type ◽  
High Performance Work Systems ◽  
Call Centres

Purpose The purpose of this paper is to empirically examine the relationships between high-performance work systems (HPWSs) and four employee outcomes – job satisfaction, employee engagement, presenteeism and well-being – in Indian call centres. Design/methodology/approach A path model is developed to investigate the direct and mediation effects between the assessed variables. The study utilised a survey of 250 call centre employees working in five business process management firms based in India. Findings The findings indicate that HPWSs have a positive relationship with job satisfaction, engagement and well-being. Job satisfaction also had a positive relationship with engagement and presenteeism, and engagement was positively related to presenteeism and well-being. However, there was no significant direct effect of HPWS on presenteeism. Mediation analysis showed that HPWS has an indirect effect on well-being via engagement and also via job satisfaction and engagement combined. Research limitations/implications HPWS significantly increases job satisfaction and employee engagement and indirectly influences employee well-being via these outcomes. However, job satisfaction and employee engagement was also found to increase presenteeism, which, in turn, can reduce employee well-being. These findings contribute to the HPWS theory and the literature on employee well-being, and have implications for HR personnel and call centre management. Originality/value Given the well-established challenges with employee retention in Indian call centre environments, one solution may be the adoption of a more strategic approach to HRM using HPWS. Such an approach may enhance employees’ perceptions that HPWS practices would have a positive influence on job satisfaction, employee engagement and employee well-being.

Employee engagement: a sceptical analysis

2014 ◽  
Vol 1 (2) ◽  
pp. 141-156 ◽  
Author(s):  
David Guest
Keyword(s):  
Organizational Performance ◽  
Employee Engagement ◽  
Work Engagement ◽  
Well Being ◽  
Evidence Base ◽  
Academic Community ◽  
Policy Implications ◽  
Management Activity ◽  
Content Type ◽  
Organizational Engagement

Purpose – The purpose of this paper is to review the debates and evidence about employee engagement to assess its prospects of becoming a mainstream part of management activity in the long term. It sets out an agenda for policy and practice designed to increase its chances of sustainability. Design/methodology/approach – The paper is based on a review of the research and analytic literature. It outlines the origins, reasons for growth of popularity, main forms and evidence about the antecedents and impact of employee engagement. It draws a distinction between work engagement and organizational engagement. For the former it outlines a research agenda; for the latter, it presents an extensive critique and an agenda to address the issues raised. Findings – A distinction is highlighted between work engagement with its concern to improve employee well-being and organizational engagement with its focus on organizational performance. It is shown that these two approaches operate in “different worlds” and that this reflects a neglect of an evidence-based approach to management of employees since work engagement has much the stronger evidence base. Research limitations/implications – As a review and analysis, the paper is inevitably selective and limited by space restrictions. However, it argues that while work engagement is now well-established among the academic community as a valid and useful construct, the same cannot be said for organizational engagement which lacks clear definition, measurement, high-quality evidence and clear policy implications. The paper therefore sets out a policy agenda and outlines how some of the shortcomings might be addressed. Practical implications – The paper highlights the need for a viable and integrated “engagement strategy” if organizational engagement is to thrive in the future and sets out the core elements of such an approach. Originality/value – The paper highlights the distinction between the two separate “engagement worlds” of work and organizational engagement and also highlights their different core aims. The problems with organizational engagement are analysed and a new agenda to improve its prospects of impact is outlined.

The mediating effect of work engagement on innovative work behavior and the role of psychological well-being in the job demands–resources (JD-R) model

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Şennur Koroglu ◽  
Omur Ozmen
Keyword(s):  
Work Engagement ◽  
Positive Relationship ◽  
Well Being ◽  
Mediating Effect ◽  
Work Behavior ◽  
Psychological Well Being ◽  
Content Type ◽  
Innovative Work Behavior ◽  
Innovative Work

PurposeThis study revisits the role of work engagement (WE) on innovative work behavior (IWB) in conjunction with the job demands–resources (JD-R) model, specifically examining its mediating role between antecedent variables of psychological well-being (PWB), interpersonal conflict (IPC) and perceived organizational support (POS).Design/methodology/approachThe study was conducted within five different sectors and 416 work settings in Turkey. A cross-sectional, correlational research design was used, and structural equation modeling (SEM) was applied to test the mediating effect of WE.FindingsThe results of the SEM provided partial support for eight hypotheses. The results of this study demonstrate a positive relationship between PWB, POS, WE and IWB. This indicates that resources are vital in increasing both WE and IWB. As expected, the correlation of IPC and IWB resulted in a negative relationship. The findings demonstrate a positive relationship between PWB and WE and IWB.Research limitations/implicationsExtending the model, future research could incorporate the antecedents as mediators and utilize them to further explore the mechanisms of employee engagement (EE) and the IWB link. It would also be beneficial to include other variables such as personal differences, trust, personal environment fit, fairness in the workplace, recognition and organizational culture and employee value proposition as moderators of EE and IWB.Practical implicationsThe findings offer the suggestion of few practical applications such as the need to encourage organizations to enhance PWB to foster positive feelings in the work environment. This includes increasing employees' effort and dedication by utilizing POS in the workplace and considering employee's well-being. Additionally, EE should be an important organizational strategy to positively influence employee creativity within the workplace.Social implicationsThis research was conducted within the Turkish business context; it would be worthwhile to validate the findings of this study in a multicultural context that did not share similar basic characteristics as those in Turkey. There could be a comparative study of EE between Turkey and other countries as a cross-cultural investigation.Originality/valueThe results of data analysis have revealed an enhanced understanding of the role of the mediation effect of WE on IWBs. This study also expands the concept that psychological well-being can enhance WE, which in turn corresponds to more IWB in the context of the JD-R model. The findings indicate that in order to better comprehend its function, IPC needs to be further examined with other antecedents.

Corporate social responsibility, employee engagement, well-being and the task performance of frontline employees

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Minseong Kim ◽  
Jihye Kim
Keyword(s):  
Task Performance ◽  
Employee Engagement ◽  
Work Engagement ◽  
Well Being ◽  
Frontline Employees ◽  
Management Support ◽  
Content Type ◽  
Customer Support ◽  
Corporate Social

PurposeThis research examines the role of corporate social responsibility (CSR) in the workplace and its impact on frontline employees’ work-related outcomes. Based on the CSR and human resource management literature, this research formulates and tests a model of perceived management support for CSR, perceived customer support for CSR, work engagement, organization engagement, well-being and task performance, with an emphasis on the moderating role of the importance of CSR to employees.Design/methodology/approachThe survey data were collected from 409 frontline employees of service enterprises, such as hotels, restaurants, travel agencies, airlines, in May and June 2015. The collected data were analyzed with SPSS and AMOS for frequency, reliability, correlation, confirmatory factor analyses and structural equation modeling.FindingsThe empirical results indicate that perceived management support for CSR significantly influences work engagement and organization engagement. Perceived customer support for CSR significantly affects work engagement, which increases organization engagement and enhances task performance. Organization engagement has a significant impact on perceived well-being, which, in turn, enhances task performance. Finally, the importance of CSR to employees significantly moderates the path from perceived management support for CSR to organization engagement.Originality/valueThis study formulates a conceptual model focusing on CSR to investigate drivers of well-being and the two aspects of employee engagement in a workplace. This study also considers employees’ perceptions of the importance of CSR as a moderator in the model.

The individualism of motivation

2019 ◽  
Vol 18 (3) ◽  
pp. 96-103
Author(s):  
Andrew Mayo
Keyword(s):  
Employee Engagement ◽  
Psychological Contract ◽  
Extrinsic Motivation ◽  
Well Being ◽  
Human Condition ◽  
Goal Theory ◽  
Content Type ◽  
External Stimulation ◽  
Writing Models ◽  
Practical Implications

Purpose The purpose of this paper is to examine the components that drive employee engagement and show how important it is to understand the individualism of motivation as against generic assumptions. Design/methodology/approach This paper defines employee engagement and takes four drivers that influence it in turn. These are analysed and discussed, particularly as to the individualistic elements of them. Two approaches to understanding individual goals and priorities are illustrated. Findings There are four drivers of engagement, namely, the absence of dissatisfaction or irritation factors, intrinsic motivation (inner driven) and extrinsic motivation (external stimulation) and personal well-being. Each of these have highly individualistic elements, and models based on a generic human condition do not work effectively. Two instruments for understanding this individualism are illustrated, one based on goal theory and another based on the psychological contract. Practical implications Many motivational efforts fail because of an assumed commonality in what motivates people. The reality is that different personalities and different personal goals and values require individual approaches. Successful engagement demands that leader/managers make it a priority to understand each one of their people in these terms. Originality/value This paper is based mostly on the writing, models and experience of the author.

Leaveism and public sector reform: will the practice continue?

2014 ◽  
Vol 1 (2) ◽  
pp. 205-212 ◽  
Author(s):  
Ian Hesketh ◽  
Cary L. Cooper ◽  
Jonathan Ivy
Keyword(s):  
Public Sector ◽  
Employee Engagement ◽  
Sickness Absence ◽  
Well Being ◽  
Evaluation Tool ◽  
Public Sector Reform ◽  
Sector Reform ◽  
Sickness Absenteeism ◽  
Content Type ◽  
Organisational Effectiveness

Purpose – The purpose of this paper is to examine and report how the construct of “Well-being” is being recognised within the public services. Using research conducted in a northern provincial police force in the UK the paper explores the issues that may contribute to sickness absence, presenteeism and leaveism; a recently described manifestation of workload overload. As sweeping public sector reform results in reduced workforce and potentially static demand, the question asked here is, “how do organisations adapt to the shifting landscape and retain employee engagement in the workplace?” Design/methodology/approach – The study used A Short Stress Evaluation Tool to assess the risk of stress in the workforce. The questionnaire employed an online self-administered survey and collected data from 155 respondents on stress perceptions, health, attitude towards the organisation, job satisfaction and commitment to the organisation. Findings – Sickness absence figures receive detailed attention when it comes to managing employees, but they may not represent a reliable picture. In this study one-third of respondents indicated that they had taken leave when they had actually been ill or injured; leaveism. The concept of leaveism does not currently appear within sickness absence reporting mechanisms, and the authors would suggest that the omission of this concept leaves a lacuna in current thinking that may have significant impact on both individual and organisational performance. Research limitations/implications – This research clearly shows that the issue of leaveism is a valid concept and has potentially far-reaching consequences. This study has only touched on the first (of three) of the leaveism behaviours and is conducted solely in a policing environment (although non-warranted employees are included in the research cohort). Further research could include attempts to quantify elements two and three of leaveism, and explore to what extent these may impact on organisations undergoing public sector reform. Practical implications – Previous studies have highlighted the negative health effects on “stayers” in public sector downsizing exercises. This in turn raises the question of just how these “survivors” cope with the new regime; with potentially more work and less pay. The authors ask what behaviour cuts of this magnitude will eventually drive when the dust settles? As a consequence could the authors see an end to the practice of leaveism? In which case the authors could make the assumption that (in its first form) it may convert to sickness absenteeism? With a third of people surveyed conceding to the practice, this has far-reaching consequences. In comparison to presenteeism, which has no overt costs, this scenario presents an entirely different fiscal proposition. Originality/value – Leaveism, a recently described and under researched phenomenon, is a hidden source of potential abstractions from the workplace, and could impact enormously on organisational effectiveness. The motivation for the practice is unclear, and could be a manifestation of loyalty, enjoyment or duty. It could also be construed as a reaction to fear of job loss, redundancy or down grade. Whatever the underlying reason this study clearly illustrates the potentially harmful consequences to (public sector) organisations.

Work-family enrichment and well-being: the role of occupational future time perspective

2018 ◽  
Vol 23 (6/7) ◽  
pp. 542-556 ◽  
Author(s):  
Hélène Henry ◽  
Donatienne Desmette
Keyword(s):  
Emotional Exhaustion ◽  
Work Engagement ◽  
Older Workers ◽  
Time Perspective ◽  
Well Being ◽  
Future Time Perspective ◽  
Content Type ◽  
Work Family ◽  
The Relationship

Purpose In the context of workforce aging, the purpose of this paper is to investigate the mediating role of occupational future time perspective (OFTP) in the relationship between work–family enrichment (WF-E) and two well-being outcomes (i.e. work engagement and emotional exhaustion). In addition, the moderating role of age on the relationship between WF-E and OFTP, and consequently, on the indirect effects of WF-E on work engagement and emotional exhaustion through OFTP, will be examined. Design/methodology/approach Cross-sectional survey research (n=263) was conducted in a public sector company in Belgium. Structural equation modeling and bootstrap analyses were performed to investigate the hypothesized relationships. Findings The dimension “remaining opportunities” of OFTP mediated the positive relationship between WFE and work engagement, and the negative relationship between WFE and emotional exhaustion. Chronological age moderated the positive relationship between WFE and the dimension “remaining time” of OFTP, with stronger effects among older workers. Research limitations/implications This research has confirmed that OFTP is influenced by WFE and that WFE matters, especially for older workers. Future research should continue to study the effects of the work–family interface on older workers. Practical implications Age management practices should take WFE into consideration when managing an aging workforce. In particular, older workers may benefit from WFE to increase their perception of remaining opportunities at work, which, in turn, increase well-being. Originality/value This study contributes evidence for the role of personal resources (i.e. remaining opportunities) in the relationship between WF-E and well-being at work.

Reverse mentoring and job crafting as resources for health: a work engagement mediation model

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Neha Garg ◽  
Wendy Marcinkus Murphy ◽  
Pankaj Singh
Keyword(s):  
Social Exchange ◽  
Work Engagement ◽  
Latent Variable ◽  
Structural Equation ◽  
Negative Relationship ◽  
Well Being ◽  
Job Crafting ◽  
Equation Modeling ◽  
Theoretical Frameworks ◽  
Content Type

PurposeThis paper examines whether employee-driven practices of reverse mentoring and job crafting lead to work engagement and, in turn, to higher levels of prospective mental and physical health.Design/methodology/approachIntegrating social exchange theory and the job demands and resources model as theoretical frameworks, survey data were collected from 369 Indian software developers to test the research model. Latent variable structural equation modeling was used to empirically test the hypothesized associations.FindingsThe findings reveal that both reverse mentoring and job crafting are significantly associated with work engagement. Work engagement fully mediated the negative relationship between 1) reverse mentoring and mental ill-health and 2) job crafting and physical ill-health, while it partially mediated the negative relationship between 1) reverse mentoring and physical ill-health and 2) job crafting and mental ill-health.Practical implicationsThe results demonstrate that by implementing the practices of reverse mentoring and job crafting, managers can achieve desired levels of engagement among employees and sustain organizational productivity by promoting employee health and well-being.Originality/valueThis study is one of the early attempts to empirically demonstrate the associated health outcomes of reverse mentoring and job crafting.

An investigation of the relationship between lean and well-being based on the job demands-resources model

2019 ◽  
Vol 39 (12) ◽  
pp. 1295-1322 ◽  
Author(s):  
Andrea Roberto Beraldin ◽  
Pamela Danese ◽  
Pietro Romano
Keyword(s):  
Problem Solving ◽  
Work Engagement ◽  
Structural Equation ◽  
Job Demands ◽  
Well Being ◽  
Conclusive Evidence ◽  
Job Resources ◽  
Content Type ◽  
Positive Effects

Purpose The purpose of this paper is to investigate how just-in-time (JIT)-related job demands, problem-solving job demands and soft lean practices (SLPs) jointly influence employee well-being in terms of work engagement and exhaustion. Design/methodology/approach Based on the job demands-resources model, lean-related job characteristics were classified as resources or demands, and a set of hypotheses was developed to test their effect on work engagement and exhaustion, including the potential interaction between job resources and demands. The hypotheses were tested using moderated hierarchical regression and structural equation modelling, based on data from 138 workers. Findings SLPs act as job resources in a lean company, increasing work engagement and reducing exhaustion. Conversely, JIT-related job demands act as a hindrance, reducing work engagement and increasing exhaustion. However, SLPs can reduce the effect of JIT-related job demands on exhaustion, and JIT-related job demands may enhance the positive effects of SLPs on work engagement. Research limitations/implications The study provides no conclusive evidence on the hypothesized role of problem-solving as a challenge job demand. Practical implications The results can guide practitioners’ understanding of how to implement lean without harm to employee well-being. Originality/value By employing a well-grounded psychological model to test the link between lean and well-being, the study finds quantitative support for: the buffering effect of SLPs on exhaustion caused by JIT-related job demands, and for the role of JIT as a hindrance. These novel findings have no precedent in previous survey-based research. In addition, it reveals the importance of studying SLPs at an individual level, as what matters is the extent to which workers perceive SLPs as useful and supportive.

Abusive supervision and employee engagement and satisfaction: the mediating role of employee silence

2020 ◽  
Vol 49 (9) ◽  
pp. 1845-1858
Author(s):  
Chih-Chieh Wang ◽  
Hui-Hsien Hsieh ◽  
Yau-De Wang
Keyword(s):  
Job Satisfaction ◽  
Employee Engagement ◽  
Work Engagement ◽  
Structural Equation ◽  
Work Motivation ◽  
Abusive Supervision ◽  
Equation Modeling ◽  
Full Time ◽  
Content Type ◽  
Employee Silence

PurposePrevious studies have found that abusive supervision undermines employees' work motivation and attitudes, namely work engagement and job satisfaction. However, less is known about the mechanisms by which abusive supervision negatively relates to employees' work engagement and job satisfaction. Drawing on conservation of resources theory, this study examines employee silence as a mediating mechanism linking abusive supervision to employees' work engagement and job satisfaction.Design/methodology/approachSurvey data were collected from a sample of 233 full-time employees of a large hotel service company in Taiwan. Structural equation modeling analyses were conducted to test the hypotheses.FindingsThe results showed that abusive supervision has a positive association with employee silence. Moreover, the results showed that employee silence mediates the negative associations of abusive supervision with employees' work engagement and job satisfaction.Practical implicationsThe results suggest that organizational managers should provide supervisors with leadership interventions to prevent the occurrence of abusive supervision. Furthermore, organizational managers should provide employees with opportunities to voice their concerns through the use of organizational communication and participation, which can reduce employee silence and subsequently foster employee engagement and satisfaction at work.Originality/valueThis study advances our understanding of how abusive supervision results in poor work motivation and attitudes among employees. This contributes to the literature by identifying employee silence as a suitable mediating mechanism linking the negative associations of abusive supervision with employees' work engagement and job satisfaction.

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