Understanding Employee Engagement in the Public Sector: The Role of Immediate Supervisor, Perceived Organizational Support, and Learning Opportunities

2016 ◽  
Vol 47 (8) ◽  
pp. 881-897 ◽  
Author(s):  
Myung H. Jin ◽  
Bruce McDonald
Keyword(s):  
Public Sector ◽  
Employee Engagement ◽  
Organizational Support ◽  
Perceived Organizational Support ◽  
Learning Opportunities ◽  
The Public ◽  
Immediate Supervisor

scholarly journals Analisis Dukungan Organisasional Persepsian Dan Employee Engagement Terhadap Kinerja Karyawan: Kepuasan Kerja Sebagai Pemediasi

2020 ◽  
Vol 9 (3) ◽  
pp. 286-304
Author(s):  
YUNI SISWANTI YUNI ◽  
Krisnandini Wahyu Pratiwi
Keyword(s):  
Job Satisfaction ◽  
Employee Engagement ◽  
Organizational Support ◽  
Research Method ◽  
Perceived Organizational Support ◽  
Employee Performance ◽  
Validity And Reliability ◽  
Permanent Employees ◽  
Simple Regression

This study aims to analyze the effect of perceived organizational support (POS) and employee engagement on performance and the role of job satisfaction in mediating the effect of perceived organizational support (POS) and employee engagement on performance. The population in this study were permanent employees at PT. Solusi Bangun Indonesia Tbk. The research method used was a survey and a sample size of 185 employees. The research instrument adopted from previous research. Retrieval of data by means of questionnaires and interviews. Validity and reliability tests show all questionnaire items are valid and reliable. To test H1 and H2 with simple regression, H3 and H4 test with Baron and Kenny regression model. The results of hypothesis testing show that: (1) perceived organizational support has a significant effect on employee performance, (2) employee engagement has a significant effect on employee performance, (3) job satisfaction partially mediates the effect of perceived organizational support on employee performance, and (4) job satisfaction does not mediate the effect of Employee engagement on employee performance.  

scholarly journals Mediator Analysis of Employee Engagement: Role of Perceived Organizational Support, P-O Fit, Organizational Commitment and Job Satisfaction

2013 ◽  
Vol 38 (1) ◽  
pp. 27-40 ◽  
Author(s):  
Soumendu Biswas ◽  
Jyotsna Bhatnagar
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Employee Engagement ◽  
Organizational Support ◽  
Perceived Organizational Support ◽  
Discriminant Validity ◽  
Factor Model ◽  
Path Model ◽  
Nested Models

Given the multi-determinability of individual affect and attitudes, this paper seeks to explicate their display through some construct that captures the cognitive, emotional, and behavioural components of work-related roles. Employee engagement is found to be one such explanatory variable. This paper assesses the mediating role of employee engagement between perceived organizational support (POS) and person-organization fit (P-O fit) as the antecedents and organizational commitment and job satisfaction as the consequences. It tests the path model by using data from six Indian organizations and a sample of 246 Indian managers. The findings help find a direct effect of P-O fit and POS, which affects employee engagement and leads to variance in organizational commitment and job satisfaction. Further, the paper attempts to establish discriminant validity between employee engagement and organizational commitment. Yet, because of the similarity of wordings of the items measuring the employees� ratings of the two constructs, the authors conducted a confirmatory factor analysis leading to discriminant validity establishment to examine whether employee engagement and organizational commitment were distinct. AMOS software (version 17.0) was used to compare the fit of two nested models: (a) a one-factor model incorporating both the constructs and (b) a two-factor model distinguishing employee engagement and organizational commitment. It also provides empirical support to job satisfaction and its linkage with employee engagement. The findings suggest that when individuals perceive positive levels of organizational collaboration, they are intrinsically encouraged towards exerting considerably higher levels of effort. The notion that P-O fit deals with the congruence between employees� personal values and those of the organization makes for greater meaningfulness and psychological safety leading to higher levels of employee engagement. Furthermore, when individual values are perceived to fit organizational norms, the former are entrusted with greater responsibilities and are made to feel more empowered. A high level of employee engagement reflects a greater trust and loyal relationship between the individual and the organization. This suggests the building up of higher degree of commitment by the employee towards their employing organization. The paper contributes to theory building in the employee engagement and organizational commitment domains.

An employee perspective of human resource development practices in the public sector: the role of organizational and supervisor support

2020 ◽  
pp. 002085232095285
Author(s):  
Evangelia Mylona ◽  
Dimitrios Mihail
Keyword(s):  
Public Sector ◽  
Human Resource Development ◽  
Social Exchange ◽  
Organizational Support ◽  
Employee Development ◽  
Supervisor Support ◽  
Job Attitudes ◽  
Public Employees ◽  
The Public

This article adopts an employee-level perspective, which is currently lacking in the public sector literature, and responds to the call for additional research concerning factors that affect public employees’ job attitudes and work behaviours. Based on a survey of civil servants, this study explored the antecedents and outcomes of perceived investment in employee development. Our research demonstrates the significant role of organizational support on employees’ perceptions of development. Furthermore, supervisor support mediated the relationship between organizational support and perceived investment in employee development. This finding sheds light on the role of supervisors as agents who represent or personify the organization. Also, consistent with the job demands–resources model and social exchange theory, we indicate that public employees within a workplace that provides substantial training and developmental incentives are more likely to report greater levels of organizational commitment and organizational citizenship behaviour. Perceived investment in employee development was found to act as an important mediator between the relationships of organizational support and employees’ outcomes, and supervisor support and employees’ outcomes. Points for practitioners When human resources budgets are increasingly restricted, non-monetary motivators can be a feasible alternative to high-cost financial rewards. It is suggested that not only will employee development practices benefit public organizations in terms of better-trained and better-qualified employees, but employees’ perceptions of organizations’ investments in employee development also create a felt obligation among public employees to reciprocate with positive job attitudes and work behaviours.

Competing through employee engagement: a proposed framework

2016 ◽  
Vol 65 (6) ◽  
pp. 831-843 ◽  
Author(s):  
Nada Al Mehrzi ◽  
Sanjay Kumar Singh
Keyword(s):  
Public Sector ◽  
Employee Engagement ◽  
United Arab Emirates ◽  
Organizational Support ◽  
Employee Motivation ◽  
Organizational Growth ◽  
Content Type ◽  
Factors Affecting ◽  
The Public ◽  
Control Factors

Purpose – The purpose of this paper is to provide a framework through which to understand, predict and control factors affecting employee engagement in the public sector in the United Arab Emirates (UAE). Design/methodology/approach – The paper examines research conducted in the area of employee engagement and proposes a conceptual framework that can be used by practitioners to engage employees and motivate them toward organizational growth and sustainability. Findings – In line with the literature-based analysis, a framework of employee engagement was developed, illustrating the linkage between leader, team, perceived organizational support and organizational culture that is being mediated by employee motivation. Research limitations/implications – Employee engagement as exemplified in this study is well suited for use in the public sector in the UAE. Further empirical study should be undertaken to ascertain the effect of the proposed framework and hypotheses. Practical implications – The study incorporates determinants of employee engagement in a framework that practitioners can make use of to identify interventions with which to engage and retain talented employees for organizations’ benefit. Originality/value – This paper provides a comprehensive framework that contributes to the conceptualization of employee engagement and will help practitioners as well as academics to understand the underlying causes of disengagement in organizations.

Servant Leadership and Affective Commitment in the Chinese Public Sector: The mediating Role of Perceived Organizational Support

2014 ◽  
Vol 115 (2) ◽  
pp. 381-395 ◽  
Author(s):  
Yingying Zhou ◽  
Qing Miao
Keyword(s):  
Public Sector ◽  
Servant Leadership ◽  
Organizational Support ◽  
Affective Commitment ◽  
Chinese Culture ◽  
Perceived Organizational Support ◽  
Full Time ◽  
Mediating Role ◽  
Chinese Public

This study examined a possible mediating mechanism between servant leadership and the affective commitment in Chinese employees. Servant leadership, perceived organizational support, and affective commitment was assessed among 239 full-time employees in the Chinese public sector in three rounds of surveys. Servant leadership influenced affective commitment through perceived organizational support. The effect of servant leadership exists in Chinese culture as well as Western cultures.

scholarly journals Enhancing emotional engagement through relational contracts, management receptiveness, and employee commitment as a stimulus for job satisfaction and job performance in the public sector

Equilibrium ◽  
2021 ◽  
Vol 16 (1) ◽  
pp. 203-224
Author(s):  
Phuong V. Nguyen ◽  
Loi Tan Nguyen ◽  
Khanh Ngoc Van Doan ◽  
Hoa Quynh Tran
Keyword(s):  
Job Satisfaction ◽  
Public Sector ◽  
Job Performance ◽  
Employee Engagement ◽  
Senior Management ◽  
Emotional Engagement ◽  
Equation Modeling ◽  
Relational Contracts ◽  
The Public

Research background: In the private sector and on social media, corporate emotional interaction has lately become a hot topic. In the background of the public sector, however, it has scarcely been discussed and very little is known about its determinants and implications. Purpose of the article: This research investigates the role of organizational emotional engagement through relational contracts, senior management receptivity, and upward communication of employees in the public sector in stimulating work satisfaction and job efficiency. Methods: This research was based on data collected between April 1, 2020, and May 31, 2020, from 335 state employees from various governmental organizations in Ho Chi Minh City (HCMC), Vietnam. To evaluate the hypothesized model, partial least squares-structural equation modeling was used. Findings & value added: Our results illustrate that relational contracts have a powerful effect on emotional engagement. Positive relationships were confirmed between employee engagement and the voice of employees and between employee engagement and job performance. Moreover, the findings also support the role of senior management receptiveness in stimulating organizational emotional engagement. This study addresses questions about absence of academic studies on organizational emotional engagement in the public sector. The results highlight the important role of emotional engagement in stimulating job satisfaction and job performance through relational contracts, senior management receptiveness, and upward employee communication.

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