Multiple Mediating Effects of Work Engagement and Proactive behavior in the Links between Social Intelligence and Job Performance

2016 ◽  
Vol 23 (4) ◽  
pp. 55-80
Author(s):  
Sung Ho Ji ◽  
◽  
Lan Lan Kang ◽  
Young Soon Kang
Keyword(s):  
Job Performance ◽  
Work Engagement ◽  
Social Intelligence ◽  
Proactive Behavior ◽  
Mediating Effects

Daily Fluctuations in Work Engagement

2014 ◽  
Vol 19 (4) ◽  
pp. 227-236 ◽  
Author(s):  
Arnold B. Bakker
Keyword(s):  
Job Performance ◽  
Work Engagement ◽  
Research Evidence ◽  
Organizational Outcomes ◽  
Reciprocal Relationship ◽  
Proactive Behavior ◽  
Negative Events ◽  
Daily Work ◽  
Work Pressure ◽  
Diary Research

This article presents an overview of the literature on daily fluctuations in work engagement. Daily work engagement is a state of vigor, dedication, and absorption that is predictive of important organizational outcomes, including job performance. After briefly discussing enduring work engagement, the advantages of diary research are discussed, as well as the concept and measurement of daily work engagement. The research evidence shows that fluctuations in work engagement are a function of the changes in daily job and personal resources. Particularly on the days that employees have access to many resources, they are able to cope well with their daily job demands (e.g., work pressure, negative events), and likely interpret these demands as challenges. Furthermore, the literature review shows that on the days employees have sufficient levels of job control, they proactively try to optimize their work environment in order to stay engaged. This proactive behavior is called job crafting and predicts momentary and daily work engagement. An important additional finding is that daily engagement has a reciprocal relationship with daily recovery. On the days employees recover well, they feel more engaged; and engagement during the day is predictive of subsequent recovery. Finding the daily balance between engagement while at work and detachment while at home seems the key to enduring work engagement.

scholarly journals Thanks for Your Recognition, Boss! a Study of How and When Voice Endorsement Promotes Job Performance and Voice

2021 ◽  
Vol 12 ◽  
Author(s):  
Shaoxue Wu ◽  
Daisy Mui Hung Kee ◽  
Daiheng Li ◽  
Dan Ni
Keyword(s):  
Job Performance ◽  
Work Engagement ◽  
Positive Mood ◽  
Conservation Of Resources ◽  
Voice Behavior ◽  
Mediating Effects ◽  
Conservation Of Resources Theory ◽  
Large Organization ◽  
The Voice ◽  
Practical Implications

Existing studies mainly explore the antecedents and distal outcomes of voice behavior of employees. Less is known about what may occur after supervisors endorse ideas of employees. Based on the conservation of resources theory, we explored how and when voice endorsement affects job performance and voice behavior of employees. With the sample of 444 matched supervisor–subordinate pairs from a large organization, we found that voice endorsement of supervisors positively influences voice behavior and job performance of employees through the mediating effects of positive mood and work engagement. Additionally, we found that the voice commitment of employees strengthens the influence of voice endorsement of supervisors on positive mood of employees. Theoretical and practical implications of these findings are discussed.

Challenge Demands, Hindrance Demands, and Psychological Need Satisfaction

2015 ◽  
Vol 14 (2) ◽  
pp. 70-79 ◽  
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.

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.

Linking Work Engagement to Job Performance Through Flexible Human Resource Management

2017 ◽  
Vol 20 (1) ◽  
pp. 72-87 ◽  
Author(s):  
Chandra Sekhar ◽  
Manoj Patwardhan ◽  
Vishal Vyas
Keyword(s):  
Resource Management ◽  
Job Performance ◽  
Human Resource Management ◽  
Employee Engagement ◽  
Human Resource ◽  
Work Engagement ◽  
It Professionals ◽  
It Industry ◽  
Relationship Of ◽  
The Impact

The Problem The Indian information technology (IT) industry has shown a phenomenal growth over the last two decades. These changes such as increased global competition and the shift in the blend and level of the workforce have led to an increasing level of uncertainty in the industry. To overcome this unprecedented change, IT firms need to adopt flexible human resource management (FHRM) that has a direct and/or indirect impact on job performance. Therefore, the purpose of this article is to explore the impact of work engagement on job performance through FHRM among IT professionals in India. The Solution The results indicate that the use of FHRM by the employees is an important mediator between the positive relationship of work engagement and job performance. Both work engagement and FHRM contributed to job performance. The sample firm and responses for the study were limited to IT industry domain only. The results suggest that FHRM should be promoted at the employee and firm levels to boost job performance. The Stakeholders Reflecting on the employee engagement and job performance via FHRM would boost the organizational flexibility in the IT industry. FHRM makes the employee more organization fit and more engaged for their respective job. This study may be helpful in unveiling the importance of flexibility in job performance. To the best of the authors’ knowledge, this is the first study that links work engagement, FHRM, and job performance in the Indian IT industry context. The study helps in the development of theory in FHRM and employee engagement.

scholarly journals INVESTIGATING THE IMPACT OF PERFORMANCE APPRAISAL JUSTICE ON JOB PERFORMANCE AND OCB OF EMPLOYEES: PATH THROUGH WORK ENGAGEMENT

2021 ◽  
Vol 9 (3) ◽  
pp. 315-325
Author(s):  
Riffut Jabeen ◽  
Rabia Khan ◽  
Abida Ellahi ◽  
Samina Begum
Keyword(s):  
Job Performance ◽  
Performance Appraisal ◽  
Human Resource ◽  
Social Exchange ◽  
Work Engagement ◽  
Mediating Effect ◽  
Organizational Setting ◽  
Appraisal System ◽  
Data Set ◽  
The Impact

Purpose of the study: The study intends to find the interaction of Performance Appraisal Justice (PAJ) and work engagement (WE) to predict employee job performance (JP) and organizational citizenship behaviour (OCB) under the umbrella of fairness heuristic theory (JHT) and social exchange theory (SET).  Methodology: Hypotheses testing was done using linear regression data on the data set of 325 respondents. The results are significant and indicated that Justice in the performance appraisal system is positively related to employee outcomes (OCB and job performance) with mediating effect of work engagement.  Main Findings: Interaction between exogenous, endogenous, and intervening variables suggests that there is a positive relationship between PAJ and WE and WE mediate the relationship between PAJ and OCB and PAJ JP. In the organizational setting of Pakistan, this study addresses PAJ and its important outcomes which are beneficial for the organization’s effective outcomes. Applications of this study: This study throws light on the management, organizational, and administrative sciences literature, especially the human resource, organizations, and industrial behavior perspective. Administrators and human resource managers can apply the findings of this study. The study can be applied to both the public and private sectors. Originality/Novelty: Pakistani organizations have high collectivism, uncertainty avoidance and power distance, centralization, bureaucracy, and authority in organizations. Therefore, this study has proved some prominent outcomes as compared to countries with a more constant climate. The study sheds light on very important aspects of workplace behavior such as justice, work engagement, OCB, and performance with a particular focus on developing countries. 

scholarly journals TRANSFORMATIONAL LEADERSHIP, MEANING IN WORK, LEADER MEMBER EXCHANGE (LMX), JOB PERFORMANCE DAN WORK ENGAGEMENT

2017 ◽  
Vol 16 (2) ◽  
pp. 15
Author(s):  
Didik Joko Pitoyo ◽  
Hunik Sri Runing Sawitri
Keyword(s):  
Transformational Leadership ◽  
Job Performance ◽  
Work Engagement ◽  
Regression Coefficient ◽  
Linear Regression Analysis ◽  
Leader Member Exchange ◽  
Quantitative Research Methods ◽  
Meaning In Work ◽  
Mediating Variables ◽  
Member Exchange

<p><em>The purpose of this study was to analyze the influence of meaning in work as intervening variable relationship between transformational leadership and work engagement and analyze the effect of work engagement as pemediasi variable relationship between leader-member exchange and job performance. This study uses a quantitative research methods. While the sample used this study as many as 213 people in the PT Kusumaputra Santosa Karanganyar. The data analysis techniques using multiple linear regression analysis method path.</em></p><p><em>Results of this study are a) Transformational leadership significant effect on work engagement. b) Transformational leadership and meaning in work significant effect on work engagement. c) meaning in work can be a mediating variable and is expressed as a partial mediating variables (partial mediation). This is because, after entering the variable Meaning in Work, due to the influence of the variable Work Engagement Transformational Leadership which was significantly be remained significant after entering Meaning in Work variables into the regression equation model but declined regression coefficient. d) LMX significant effect on job performance. e) LMX and work engagement significant effect on job performance. f) Work engagement can be a mediating variable and is expressed as a partial mediating variables (partial mediation). This is because, the influence of variables leader member exchange for job performance that was significantly be remained significant after entering work engagement variable into the regression model but declined regression coefficient.</em></p>

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