scholarly journals The Relationships between Employee Occupational Self-efficacy, Structural Empowerment, and Work Engagement

Psichologija ◽  
2019 ◽  
Vol 59 ◽  
pp. 37-52 ◽  
Author(s):  
Irena Žukauskaitė ◽  
Dalia Bagdžiūnienė ◽  
Rita Rekašiūtė Balsienė
Keyword(s):  
Work Engagement ◽  
Self Efficacy ◽  
Professional Growth ◽  
Organizational Structures ◽  
Information Support ◽  
Short Version ◽  
Structural Empowerment ◽  
Personal Belief ◽  
Formal Power

Nowadays the competitive advantage of any organization mainly relies not only on technologies or material resources but also on competitive, energetic, engaged employees, who are willing to share their knowledge, skills, and experience. Organizations must not only recruit talents but also inspire them and create the conditions in which they reveal themselves and have the prospect for professional growth. According to Bandura (1982), the personal belief of how well one can execute courses of action required to deal with prospective situations may become crucial for work success. The present study integrates Bandura’s (1982; 1989) Social Cognitive, Kanter’s (1977; 1979) Structural Empowerment, and Schaufeli and Bakker’s(2004) Work Engagement theories and is aimed (1) to analyze the relationships between employee occupational self-efficacy, structural empowerment, and work engagement and (2) to determine the role of occupational self-efficacy in the relationships between the elements of structural empowerment and work engagement. A total of 1636 specialist level employees from one Lithuanian public sector organization were surveyed online. Ninety four percent of the respondents were female, six percent were male. The average age of the respondents was 45.71 (SD = 10.34) years, with the average of 8.29 (SD = 7.23) years of working experience. All respondents had higher education. Occupational self-efficacy was measured using the Schyns & von Collani (2002) OCCSEEF scale (short version), structural empowerment elements (access to opportunity, information, support, and resources, informal power and formal power) were measured using the Conditions of Work Effectiveness Questionnaire – II (CWEQ – II) (Laschinger, Finegan, Shamian, & Wilk, 2001), and the Utrecht Work Engagement Scale (UWES-9) (Schaufeli, Bakker, & Salanova, 2006) was used to measure work engagement. Structural equation modelling (SEM) was applied to determine the mediating role of occupational self-efficacy in the relationships between elements of structural empowerment and work engagement. The analysis revealed that all dimensions of structural empowerment positively predicted occupational self-efficacy, and that occupational self-efficacy positively predicted work engagement. Formal power directly positively predicted work engagement, occupational self-efficacy fully mediated the relationship between informal power and work engagement and partially mediated the relationships between certain predictors (access to opportinity, information, and resources) and work engagement. Despite some limitations (e.g., this being a cross-sectional study, and that specialist level employees were surveyed from one organization), the results of the study highlighted, first, that employee occupational self-efficacy and work engagement might be strengthened by empowering organizational structures, and, second, that occupational self-efficacy is an important personal characteristic explaining the relationships between empowering organizational structures and employee work engagement. Perspectives for future research and practical implications are discussed.

scholarly journals Core Burnout and Power in Portuguese Nursing Staff: An Explanatory Model Based on Structural Empowerment

2019 ◽  
Vol 67 (8) ◽  
pp. 391-398
Author(s):  
Alejandro Orgambídez ◽  
Helena Almeida
Keyword(s):  
Public Hospitals ◽  
Model Fit ◽  
Information Support ◽  
Structural Empowerment ◽  
Access To Resources ◽  
Convenience Sample ◽  
Mediator Role ◽  
Formal Power ◽  
The Relationship

In the nursing context, structural empowerment has proved to be an organizational tool leading to the prevention of stress and burnout. Structural empowerment is defined as the perception of the presence or absence of empowering conditions in the workplace. However, few studies have explored the particular relationships between power in organizations, structural empowerment, and burnout. The aim of this study was to examine the mediator role of structural empowerment (access to opportunities, information, support, and resources) in the relationship between formal and informal power, and core burnout among Portuguese nurses. We administered a questionnaire among a convenience sample of 304 nurses employed in public hospitals. Model fit and mediation analysis were conducted using path analysis and bootstrapping methods. Formal power, informal power, access to opportunities, and access to resources were significant and negative predictors of core burnout. Opportunities, resources, and informal power had a direct influence on core burnout. Formal power and informal power showed an indirect influence, mediated by opportunities and resources, on core burnout. These findings suggest that by providing nurses with high levels of formal and informal power, as well as access to resources and opportunities, their risk of core burnout can be lowered.

Organizational identification and employees’ innovative behavior: the mediating role of work engagement and the moderating role of creative self-efficacy

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Guangning Zhang ◽  
Yingmei Wang
Keyword(s):  
Work Engagement ◽  
Organizational Identification ◽  
Self Efficacy ◽  
Innovative Behavior ◽  
Content Type ◽  
Mediating Role ◽  
Creative Self ◽  
The Relationship ◽  
Moderating Role

Purpose This study aims to investigate the effect of organizational identification to employees’ innovative behavior, the mediating role of work engagement and the moderating role of creative self-efficacy in the relationship between organizational identification and employees’ innovative behavior. Design/methodology/approach This study adopted questionnaires to gather data. The sample of 289 employees working in diverse organizations in China was applied to examine the hypotheses. Findings The results indicates that organizational identification is positively related to employees’ innovative behavior and work engagement mediates the relationship between organizational identification and employees’ innovative behavior. In addition, creative self-efficacy enhances the relationship of work engagement and employees’ innovative behavior. Originality/value This study builds a system from psychological aspect to behavior, which includes the effect of individual cognition to explain the mechanism of organizational identification on employees’ innovative behavior.

scholarly journals Self‐efficacy and organizational commitment among Spanish nurses: the role of work engagement

2019 ◽  
Vol 66 (3) ◽  
pp. 381-388 ◽  
Author(s):  
A. Orgambídez ◽  
Y. Borrego ◽  
O. Vázquez‐Aguado
Keyword(s):  
Organizational Commitment ◽  
Work Engagement ◽  
Self Efficacy

Test of the job demand resources model in Thailand

2019 ◽  
Vol 22 (1) ◽  
pp. 2-21
Author(s):  
Manjiri Kunte ◽  
Parisa Rungruang
Keyword(s):  
Role Conflict ◽  
Work Engagement ◽  
Self Efficacy ◽  
Job Demands ◽  
Self Report ◽  
Job Resources ◽  
Personal Resources ◽  
Cross Sectional ◽  
Content Type

PurposeThe purpose of this paper is to test the hypothesized relationships between job demands, job resources and personal resources toward work engagement, by utilizing a cross section of Thai employees.Design/methodology/approachIn this study, a group of employees (n=416) responded to a set of self-report surveys on job demands, job resources, personal resources and work engagement.FindingsThe results of the hierarchical regression analysis supported the relationships between job demands (i.e. workload and role conflict), job resources, personal resources (self-efficacy) and work engagement. In addition, the results supported the role of (positive) self-esteem as moderator in the role ambiguity and work engagement relationship, and the role of self-efficacy in buffering the effect of role conflict and workload on work engagement. The final model explained 43 percent of the variance in the dependent variable.Research limitations/implicationsThis study will help managers in understanding employee expectations and providing appropriate feedback. Devising effective jobs, which lead to perceptions of meaningfulness, safety and availability leading to improved engagement.Originality/valueThis is the first study employing the job demands resources model in a cross-sectional study in Thailand.

The Role of Occupational Self-Efficacy in Mediating the Effect of Job Insecurity on Work Engagement, Satisfaction and General Health

2016 ◽  
Vol 37 (3) ◽  
pp. 488-497 ◽  
Author(s):  
Cinzia Guarnaccia ◽  
Fabrizio Scrima ◽  
Alba Civilleri ◽  
Laura Salerno
Keyword(s):  
Work Engagement ◽  
Self Efficacy ◽  
General Health ◽  
Job Insecurity

What makes employees engaged with their work? The role of self-efficacy and employee’s perceptions of social context over time

2016 ◽  
Vol 21 (2) ◽  
pp. 125-143 ◽  
Author(s):  
Chiara Consiglio ◽  
Laura Borgogni ◽  
Cristina Di Tecco ◽  
Wilmar B. Schaufeli
Keyword(s):  
Social Work ◽  
Social Context ◽  
Work Engagement ◽  
Self Efficacy ◽  
Substantial Contribution ◽  
Equation Modeling ◽  
Content Type ◽  
The Social ◽  
Over Time

Purpose – Work engagement represents an important aspect of employee well-being and performance and has been related to both job and personal resources. The purpose of this paper, based on Social Cognitive Theory, is to emphasize the proactive role of self-efficacy which is hypothesized to predict work engagement, not only directly, but also indirectly through positive changes in employee’s perceptions of social context (PoSC); namely, perceptions of one’s immediate supervisor, colleagues and top management. Design/methodology/approach – A sample of 741 employees of a communication service company completed two questionnaires, with a time interval of three years. Structural equation modeling was performed in order to test the hypothesized model. Findings – Results revealed that, as expected: first, initial self-efficacy predicts work engagement three years later; and second, positive changes in employee’s perceptions of the social work context across the three year period, mediates the relationship between self-efficacy and work engagement. Research limitations/implications – Results relied only upon self-report data. Moreover, each variable was only measured at the time in which it was hypothesized by the conceptual model. Practical implications – The significant role of self-efficacy as a direct and indirect predictor of work engagement suggests the development of training programs centered on the main sources of self-efficacy, specifically focussed on the social work domain. Originality/value – This research provides evidence of the substantial contribution of self-efficacy to work engagement over time. Moreover, the results also support the beneficial effects of self-efficacy through its influence on the improvements in the individuals’ perceptions of their social context.

scholarly journals Job Crafting, Work Engagement, Burnout: Mediating Role of Self- Efficacy

2020 ◽  
Vol 62 (2) ◽  
pp. 148-163
Author(s):  
Eva Rošková ◽  
Lucia Faragová
Keyword(s):  
Work Engagement ◽  
Self Efficacy ◽  
Job Crafting ◽  
Mediating Role

Self-efficacy and work performance: The role of work engagement

2019 ◽  
Vol 47 (12) ◽  
pp. 1-7
Author(s):  
Guixian Tian ◽  
Jian Wang ◽  
Zhuo Zhang ◽  
Yuping Wen
Keyword(s):  
Work Engagement ◽  
Self Efficacy ◽  
Structural Equation ◽  
Work Performance ◽  
Well Being ◽  
Equation Modeling ◽  
Work Related ◽  
Key Factor ◽  
Practical Implications

We investigated the influence of self-efficacy on work performance and its mediated link through work engagement by developing a theoretical model based on a literature review. Data from 241 employees of 3 banking companies in China showed that self-efficacy was significantly correlated with work engagement, and work engagement was significantly correlated with work performance. Structural equation modeling results indicated that work engagement acted as a partial mediator in the self-efficacy–work performance relationship. These findings highlight the role of work engagement as a key factor in work-related well-being that can change the effects of self-efficacy on work performance. Theoretical and practical implications are discussed.

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