Organization engagement: a review and comparison to job engagement

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Alan M. Saks ◽  
Jamie A. Gruman ◽  
Qian Zhang
Keyword(s):  
Organizational Climate ◽  
Organizational Performance ◽  
Employee Engagement ◽  
Work Engagement ◽  
Organizational Support ◽  
Job Engagement ◽  
Research Attention ◽  
Content Type ◽  
Hr Practices ◽  
Antecedents And Consequences

PurposeEmployee engagement has received a considerable amount of research attention over the last decade. However, most of the research has been on job or work engagement. Much less attention has been given to organization engagement, which is a distinct but related target of employee engagement. In this paper, we review the research on organization engagement and identify how it has been measured, its antecedents and consequences and how it compares to job engagement.Design/methodology/approachThis paper provides a narrative review of 40 studies that have measured organization engagement. Most of these studies have been published in the last five years, and they come from 20 different countries. The majority of studies also measured job or work engagement.FindingsMost studies used Saks' (2006) measure of organization engagement. Many antecedents have been found to be related to organization engagement; however, those most often studied and consistently related to organization engagement are organizational-related resources such as perceived organizational support (POS), justice perceptions, corporate social responsibility (CSR), organizational structural factors, organizational climate and HR practices. Organization engagement has been found to be positively related to job satisfaction, organizational commitment, organizational citizenship behavior (OCB), job performance and organizational performance and negatively related to intention to quit. Organization engagement has also been found to partially or fully mediate the relationship between antecedents and consequences. In comparison to job engagement, organization engagement scores tend to be lower, and there are meaningful differences in the antecedents and consequences of organization engagement and job engagement. A number of studies found that organization engagement was more strongly related to several of the consequences than job engagement.Practical implicationsThe results of this review indicate that organization engagement is as important if not more important than job engagement when it comes to its relationship to some of the consequences of employee engagement. Organizations should include a measure of organization engagement in employee surveys and focus on improving organization engagement by providing a supportive work environment, ensuring that employees have positive perceptions of justice, increasing CSR initiatives, providing a variety of human resources (HR) practices and improving organizational climate.Originality/valueThis paper provides the first comprehensive review of research on organization engagement and offers a new model of the antecedents and consequences of organization engagement and compares organization engagement to job engagement.

Antecedents and consequences of employee engagement revisited

2019 ◽  
Vol 6 (1) ◽  
pp. 19-38 ◽  
Author(s):  
Alan M. Saks
Keyword(s):  
Employee Engagement ◽  
Work Engagement ◽  
Organizational Citizenship Behavior ◽  
Organizational Support ◽  
Citizenship Behavior ◽  
Job Engagement ◽  
Single Item ◽  
Content Type ◽  
Job Characteristic ◽  
Antecedents And Consequences

Purpose In 2006, Saks (2006) published one of the first empirical studies of the antecedents and consequences of employee engagement. Since then dozens of studies on engagement have been published and most of them have used the Utrecht Work Engagement Scale (UWES) to measure work engagement. The purpose of this paper is to revisit Saks (2006) to try and address some issues that have arisen during the last ten years and to assess the generalizability of his findings and model using the UWES measure of work engagement and single-item measures of job and organization engagement. Design/methodology/approach Additional analyses was conducted using the data from Saks (2006) including measures of each job characteristic, the use of the UWES measure of work engagement, and single-item general measures of job engagement and organization engagement. In addition, a review of engagement research was conducted as well as research that used Saks’ (2006) measures of job engagement and organization engagement. Findings The results indicate that skill variety is the main job characteristic that predicts job engagement. The results of the analysis using the UWES measure of work engagement found that job characteristics and perceived organizational support are significant predictors of work engagement, and work engagement predicts job satisfaction, organizational commitment, organizational citizenship behavior and intentions to quit and mediates the relationship between the antecedents and the consequences. Similar results were found using the single-item measures of job engagement and organization engagement. A review of the engagement literature indicates general support for the Saks (2006) model of the antecedents and consequences of employee engagement and for his measures of job and organization engagement. A revised and updated model is provided with additional antecedents and consequences. Practical implications The results indicate that organizations can drive employee engagement by focusing on skill variety as well as providing social support, rewards and recognition, procedural and distributive fairness, and opportunities for learning and development. In addition, organizations can assess employee engagement more frequently and easily by using single-item measures of job and organization engagement. Originality/value This paper provides an update and revision of the Saks (2006) model of employee engagement and suggests that the main findings are similar when using the UWES measure of work engagement and single-item general measures of job engagement and organization engagement.

A dimensional analysis of psychological empowerment on engagement

2019 ◽  
Vol 6 (3) ◽  
pp. 186-203 ◽  
Author(s):  
Baek-Kyoo (Brian) Joo ◽  
Gil Bozer ◽  
Kathryn J. Ready
Keyword(s):  
Organizational Performance ◽  
Goal Orientation ◽  
Employee Engagement ◽  
Psychological Empowerment ◽  
Self Determination ◽  
Equation Modeling ◽  
Job Engagement ◽  
Mediation Effects ◽  
Content Type ◽  
Personal Impact

Purpose The purpose of this paper is to examine the effects of learning organization culture (LOC), learning goal orientation (LGO) and psychological empowerment (PsyEmp) on employee engagement, focusing on the mediating role of each dimension of PsyEmp (meaning, competence, self-determination and impact). Design/methodology/approach Individual perceptions of 329 employees in 9 South Korean for-profit companies were obtained by a cross-sectional survey. Construct validity of each measurement model was examined using confirmatory factor analysis, and the hypothesized structural model was tested by structural equation modeling. Bootstrap analyses were used for testing mediation effects of PsyEmp. Findings The authors found that PsyEmp had a significant effect on job engagement, and that LOC and LGO significantly predicted the level of PsyEmp and engagement. The four dimensions of PsyEmp partially mediated the relationship between the two predictors (i.e. LOC and LGO) and job engagement. LGO had a stronger effect than LOC on both PsyEmp and job engagement. Practical implications Employees who are high in LGO and perceive that an organization provides opportunities for continuous learning with supportive leadership are more likely to experience improved meaning in their work, competence in their knowledge and skills, and foster self-determination with respect to their personal impact on their work and organization. These important facets of PsyEmp that promote employee engagement should be considered by human resource and OD professionals when recommending workplace changes to improve organizational effectiveness and sustainability. Originality/value This study complements the trend to use employee engagement as a proxy for understanding both individual and organizational performance by investigating the relationships among LOC, goal orientation, empowerment and engagement.

The role of perceived high-performance HR practices and transformational leadership on employee engagement and citizenship behaviors

2020 ◽  
Vol 35 (6) ◽  
pp. 513-526
Author(s):  
Shenyang Hai ◽  
Kai Wu ◽  
In-Jo Park ◽  
Yongxin Li ◽  
Quan Chang ◽  
...  
Keyword(s):  
Transformational Leadership ◽  
Organizational Behavior ◽  
Employee Engagement ◽  
Organizational Citizenship Behavior ◽  
High Performance ◽  
Job Engagement ◽  
Content Type ◽  
Hr Practices ◽  
The Us ◽  
The Impact

PurposeThe purpose of this study is to investigate the impact of high-performance (HP) human resource (HR) practices on employee job engagement and organizational citizenship behavior (OCB) and the moderating effects of transformational leadership.Design/methodology/approachA sample of 268 employees from the US and a sample of 288 employees from South Korea (SK) were used for examining the hypotheses.FindingsThe results illustrated that high-performance HR practices (HPHRP) significantly predicted employee job engagement and OCB in SK. Transformational leadership was found to moderate the associations of HPHRP with employee job engagement and OCB in SK, while in the US, transformational leadership only moderated the relationship between HPHRP and OCB.Practical implicationsTransformational leaders reinforce the quality of the employee–organization relationship and strengthen the impact of HPHRP on employees' positive work-related behaviors.Originality/valueThis study contributes to the understanding of employees' organizational behavior as exploring the relationships of HPHRP, transformational leadership, job engagement and OCB.

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.

When a leader is seen as too humble

2018 ◽  
Vol 39 (4) ◽  
pp. 468-481 ◽  
Author(s):  
Ling Yuan ◽  
Leilei Zhang ◽  
Yanhong Tu
Keyword(s):  
Organizational Climate ◽  
Employee Engagement ◽  
Organizational Support ◽  
Cultural Context ◽  
Character Trait ◽  
Curvilinear Relationship ◽  
Content Type ◽  
Creative Processes ◽  
The Impact ◽  
Leader Humility

Purpose The purpose of this paper is to investigate how leader humility affects the engagement of employees in creative processes, using perceived organizational support (POS) as a mediator and leader competence as a moderator. Design/methodology/approach Data were collected from a two-wave sampling of 113 dyads of leaders and subordinates in China. Findings A curvilinear relationship was found between leader humility and employee engagement in creative processes. Further, POS partially mediates this relationship, and leader competence positively moderates the relationship between leader humility and POS. Practical implications First, organizations should select and train leaders who show humility as a character trait and foster a supportive organizational climate. Second, managers should study the benefits of moderate and harms of superfluous humility, especially in the Chinese cultural context. Third, competent leaders are more effective as humble leaders. Originality/value Few studies have concentrated on leader humility in the eastern cultural context. The results challenge traditional views of the impact of leader humility and shed light on its mechanism and the conditions under which it promotes employee engagement in creation. This study also clarifies the nonlinear influence of leader humility, building a fine-grained theoretical framework integrating the motivation-opportunities-abilities model and Chinese Zhong-Yong theory.

Employee engagement antecedents and consequences in Vietnamese businesses

2019 ◽  
Vol 44 (2/3) ◽  
pp. 89-103 ◽  
Author(s):  
Huyen Thi Minh Van ◽  
Fredrick Muyia Nafukho
Keyword(s):  
Human Resource Development ◽  
Employee Engagement ◽  
Organizational Support ◽  
Working Environment ◽  
Google Scholar ◽  
Related Factors ◽  
Content Type ◽  
Antecedents And Consequences ◽  
Role Behaviors ◽  
Global Research

Purpose The purpose of this paper is to explore the antecedents and consequences of employee engagement (EE) in global research and Vietnamese business context. Design/methodology/approach This review was conducted in the following order: an integrative review for garnering drivers and outcomes of EE in global research, followed by a narrative review for selecting variables relevant to Vietnamese businesses. Findings In EE global research, a 3 × 3 findings framework was devised. Three antecedent clusters included the internal environment, job-related and employee-related factors. EE resulted in three outcome clusters: intra-role behaviors, extra-role behaviors and personal development and growth. In Vietnamese businesses, few studies existed on organizational learning and organizational support as EE antecedents, whereas turnover intention was examined the most as an EE outcome. Research limitations/implications The search was limited to EE-related peer-reviewed articles in Business Source Complete and Google Scholar. Literature on Vietnam EE was restricted to ProQuest Dissertations and Theses and Google Scholar because of a lack of literature availability on this topic in Business Source Complete. Practical implications Knowing that leadership, HR practices and working environment are important antecedents of EE in Vietnam (Table II) would prompt enterprise leaders and managers to improve the company’s conditions for engaging its employees. This is an important finding because Vietnamese businesses are suffering increasing turnover. Creating favorable organizational support evidenced via career growth opportunities, pay and benefits, company culture, job fit and effective management will stimulate employees to stay and engage. Originality/value This study emphasizes the organizational and employee factors in EE research and calls for combined research application to inform EE in Vietnamese businesses, thus providing ground for human resource development researchers and practitioners in their respective work.

INTERVENSI PELATIHAN PENILAIAN KINERJA PADA ATASAN UNTUK MENINGKATKAN PERCEIVED ORGANIZATIONAL SUPPORT & EMPLOYEE ENGAGEMENT

2017 ◽  
Vol 2 (2) ◽  
pp. 1-8
Author(s):  
Holy Greata
Keyword(s):  
Performance Appraisal ◽  
Employee Engagement ◽  
Study Design ◽  
Work Engagement ◽  
Organizational Support ◽  
Perceived Organizational Support ◽  
Paired Sample ◽  
Utrecht Work Engagement Scale ◽  
Before And After ◽  
Before And After Study

This study aims to look at the effectiveness of performance appraisal training programs to improve perceived organizational support and employee engagement among employees at YPTK educational institutions. This research uses a quantitative approach, with the before-and-after study design research design. The strength of this program is the ability to measure the impact of an intervention. Measuring devices perceived organizational support is an adaptation of the survey of perceived organizational support, while measuring instruments employee engagement is an adaptation of the Utrecht work engagement scale. The results of this study indicate the influence of perceived organizational support on employee engagement of 0.168 (p = 0.016 significant at l.o.s 0.05). Paired sample t-test results showed significant differences in perceived organizational support and employee engagement scores before and after the training and outreach of performance appraisal. Keywords: Perceived Organizational Suppor; Employee Engagement, Performance assessment   Penelitian ini bertujuan melihat efektifitas program pelatihan penilaian kinerja untuk meningkatkan perceived organizational support dan employee engagement pada karyawan di lembaga pendidikan YPTK. Penelitian ini menggunakan pendekatan kuantitatif, dengan design penelitian the before-and-after study design. Kelebihan dari program ini adalah kemampuan untuk mengukur dampak dari sebuah intervensi. Alat ukur perceived organizational support merupakan adaptasi dari survey of perceived organizational support, sedangkan alat ukur employee engagement merupakan adaptasi dari Utrecht work engagement scale. Hasil penelitian ini menunjukkan adanya pengaruh perceived organizational support terhadap employee engagement sebesar 0.168 (p=0.016 signifikan pada l.o.s 0.05). Hasil uji paired sample t-test menunjukkan adanya perbedaan skor perceived organizational support dan employee engagement yang signifikan sebelum dan sesudah dilakukan pelatihan dan sosialisasi penilaian kinerja.   Kata Kunci: Perceived Organizational Suppor; Employee Engagement, Penilaian Kinerja.

Cognitive and affective predictors of occupational stress and job performance: the role of perceived organizational support and work engagement

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Ana Junça Silva ◽  
Cannanda Lopes
Keyword(s):  
Job Performance ◽  
Occupational Stress ◽  
Work Engagement ◽  
Organizational Support ◽  
Perceived Organizational Support ◽  
Mediating Effect ◽  
Future Research ◽  
Cross Sectional ◽  
Content Type

PurposeThis study aimed to (1) analyze whether the perceived organizational support (POS) was a significant predictor of performance and stress and (2) explore the mediating role of engagement in these relations.Design/methodology/approachTo test the hypotheses, the authors collected data with 200 working adults in a mandatory quarantine due to COVID-19 pandemic crisis.FindingsThe results showed that the POS contributed to increase engagement, and consequently, job performance. These relations also proved to be significant for stress, because when the POS increased, the work engagement also increased, and as a result decreased occupational stress.Research limitations/implicationsThis study relied on a cross-sectional design. Therefore, future research should consider a daily design to replicate this study and analyze daily fluctuations. Overall, the authors can conclude that work engagement is an affective process through which POS decreases stress and increases performance.Originality/valueThis study tests the mediating effect of work engagement on the link between POS, stress and performance, and its theoretical and practical implications of these findings are discussed.

Impact of perceived organizational support and green transformational leadership on sustainable organizational performance: a SEM approach

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Manita Kusi ◽  
Fuqiang Zhao ◽  
Dinesh Sukamani
Keyword(s):  
Transformational Leadership ◽  
Organizational Performance ◽  
Organizational Support ◽  
Perceived Organizational Support ◽  
Current Knowledge ◽  
Future Research ◽  
Content Type ◽  
The Relationship ◽  
Staff Level

PurposeThe study aims to scrutinize the concomitant associations between corporate social responsibility (CSR), perceived organizational support (POS), green transformational leadership (GTL) and organizational performance (OP). This paper aims to explore the role of intervening variable to measure the strength on the relationship between CSR and OP.Design/methodology/approachThis research administered a survey through self-administered questionnaire among the staff-level employees of construction companies of Nepal. Fully filled 305 responses from the participants were analyzed using a structural equation model. The study used self-structured questionnaire as research tool and face-to-face meetings as data collection technique.FindingsThe research indicates that POS showed competitive partial mediation relation between CSR and OP. Besides, a novel exploration of the moderation effect of GTL displays a supportive role in harmonizing the CSR with organizational support to achieve better OP. This study enriches empirical evidence to understand the linkage between CSR and POS in staff-level employees in the construction area. Moreover, the research shed a light on GTL 's moderating influence on the mediated model of CSR, POS and OP.Research limitations/implicationsAlthough the results of the study add to the current knowledge base, several limitations highlight avenues for future research. Future studies can explore the relationship in other study areas with added evidence on a similar result with different analysis patterns and study sample. The research model studied in the context of Nepal creating evidence as a representation for the developing countries.Originality/valueThe intervening role of POS and GTL gives new insight for the research-based organization based social behavior and performance

Transforming people practices by re-structuring job engagement practices for generation z: An empirical study

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Deepika Pandita ◽  
Amresh Kumar
Keyword(s):  
Organizational Support ◽  
Structural Equation ◽  
Reliability And Validity ◽  
Three Dimensions ◽  
Equation Modeling ◽  
Job Engagement ◽  
Content Type ◽  
Perceived Supervisor Support ◽  
Engagement Strategies ◽  
The Individual

Purpose This paper aims to develop the readers’ understanding of the transforming role of job engagement (JOB) drivers, specifically for Gen Z in information technology (IT) Companies across India. It measures the association of JOB and perceived organizational support (POS), perceived supervisor support (PSS) and co-worker relationship (COP) with a very special reference to Gen Z. Design/methodology/approach A total of 302 survey-based responses were collected. To test the conceptualized model of JOB, structural equation modeling was used. Confirmatory factor analysis was conducted using the AMOS platform toward determining the reliability and validity of the individual constructs and the overall model. Findings All three dimensions, namely, POS, PSS and COP, are positively related to JOB. Out of the three, the most contributing extent in engaging Gen Z is PSS. Research limitations/implications A conceptual framework of Gen Z engagement drivers could help human resource (HR) researchers fine-tune Gen Z employees’ retention strategy. The paper shows that it is not about pandering to them but about eliminating blocks so that Gen Z can deliver the future business. Practical implications The outcomes may aid establishments and policymakers in advancing and improving HRs policies in engaging Gen Z, who have started entering the organizations. Originality/value JOB practices can add to the determinations of the HRs processes in the IT start-ups organizations in dealing with Gen Z. This research reconnoiters the drivers of engagement strategies directly impacting JOB Gen Z.

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