scholarly journals Searching for meaning: The mediating role of work engagement in the relationship between meaningful work and turnover intention of Millennials

2020 ◽  
Vol 5 (1) ◽  
pp. 15
Author(s):  
Ferdinan Leonardo Siahaan ◽  
Eka Gatari
Keyword(s):  
Work Engagement ◽  
Turnover Intention ◽  
Millennial Generation ◽  
Meaningful Work ◽  
Intention To Leave ◽  
Mediating Role ◽  
Utrecht Work Engagement Scale ◽  
Convenience Sampling ◽  
The Relationship

The highest trends in employee turnover in companies are found in the Millennial generation. This trend is expected to continue to increase every year. This study aims to see how meaningful work influences the intention to leave the company through the role of work engagement as a mediator in the Millennial Generation sample. This research was conducted on 446 Millennial generation employees from various types of companies using convenience sampling methods. The instruments used in this study were Work as Meaning Inventory, Utrecht Work Engagement Scale-9, and Turnover Intention Scale. Based on mediation analysis, work engagement significantly acts as a mediator of the relationship between meaningful work and the intention to leave the company among millennial workers. Hopefully, the findings of this study can provide information for organizations to promote meaningful work and work engagement to increase the willingness of Millennial Generation employees to stay longer in their companies or organizations today.

scholarly journals The mediating role of work engagement in the relationship between perceived organizational support and turnover intention – with an application to healthcare employees in Erzincan province of Turkey

2021 ◽  
Vol 34 (2) ◽  
pp. 291-306
Author(s):  
Murat Bas ◽  
Orhan Çınar
Keyword(s):  
Work Engagement ◽  
Organizational Support ◽  
Turnover Intention ◽  
Perceived Organizational Support ◽  
Healthcare Sector ◽  
Survey Method ◽  
Mediating Role ◽  
Negative Effect ◽  
The Relationship

Purpose: The main purpose of this study is to investigate the mediating role of work engagement (WE) in the relationship between perceived organizational support (POS) and turnover intention (TI). Methodology: In this context, to test the model and hypotheses, research data were collected using a survey method from 427 public employees working in the healthcare sector in Erzincan province of Turkey. The data were analyzed using SPSS and AMOS programs. Results: As a result of the analyses, it was found that perceived organizational support has a positive effect on work engagement and a negative effect on turnover intention, and work engagement and turnover intention variables are negatively correlated. It was also concluded that there was a partial mediating role of work engagement in the relationship between perceived organizational support and turnover intention. Conclusion: In this study, it was determined that WE has a partial intermediary role in the relationship between POS and TI. According to these findings, the support provided to the employee by the organization reduces employee intention to quit. In this context, when organizational management implements practices that will ensure employee commitment in addition to supporting employees and creating this perception, it can further reduce the intention of employees to quit.

scholarly journals Job insecurity, leadership empowerment behaviour, employee engagement and intention to leave in a petrochemical laboratory

2010 ◽  
Vol 8 (1) ◽  
Author(s):  
Sonet Van Schalkwyk ◽  
Danie H. Du Toit ◽  
Adriaan S. Bothma ◽  
Sebastiaan Rothmann
Keyword(s):  
Employee Engagement ◽  
Work Engagement ◽  
Turnover Intention ◽  
Job Insecurity ◽  
Intention To Leave ◽  
Job Security ◽  
Measuring Instruments ◽  
Utrecht Work Engagement Scale ◽  
Correlational Design ◽  
The Relationship

Orientation: Engaging individuals at work plays an important role in retaining them. Job security and leadership empowerment behaviour are antecedents of employee engagement.Research purpose: The objective of this study was to investigate the relationship between job insecurity, leadership empowerment behaviour (as perceived by the employees who report to leaders), employee engagement and intention to leave their jobs in a petrochemical laboratory.Motivation for the study: Knowledge of the effects of job insecurity and leadership on employee engagement and turnover intention will contribute to improved talent management.Research design, approach and method: A correlational design was used. A total of 169 employees in a petrochemical laboratory were studied. The measuring instruments included the Job Insecurity Index, the Leadership Empowerment Behaviour Questionnaire, and the Utrecht Work Engagement Scale. Two questions were used to measure intention to leave.Main findings: The results showed that job insecurity was not statistically significantly related to employee engagement and turnover intention. Leadership empowerment behaviour contributed statistically significantly to employee engagement and low turnover intention. Employee engagement partially mediated the relationship between leadership empowerment behaviour and turnover intention.Practical implications: Leaders should be developed to show empowerment behaviour, because it affects employee engagement, which in turn affects their turnover intentionContribution: This was the first study that demonstrated the effect of empowerment behaviour of leaders on the engagement and turnover intention of employees.

scholarly journals Uncovering the Turnover Intention of Proactive Employees: The Mediating Role of Work Engagement and the Moderated Mediating Role of Job Autonomy

2019 ◽  
Vol 16 (5) ◽  
pp. 843 ◽  
Author(s):  
Inyong Shin ◽  
Chang-Wook Jeung
Keyword(s):  
Work Engagement ◽  
Turnover Intention ◽  
Proactive Personality ◽  
Job Autonomy ◽  
Essential Condition ◽  
Mediating Role ◽  
Moderated Mediation Model ◽  
Motivational Mechanism ◽  
The Relationship

Retaining proactive employees with the potential to be high performers is recognized as an essential condition for an organization’s survival and prosperity. However, few studies have logically explained and empirically clarified the link between proactive personality, which represents a distal proactive tendency, and turnover intention to predict actual turnover behavior. With the research objective to address these research gaps, we expected that work engagement as a proximal motivational mechanism was likely to mediate the relationship between proactive personality and turnover intention, and that job autonomy as a critical job context was likely to moderate the relationship between proactive personality and work engagement. We developed a moderated mediation model incorporating these expectations. The results of the survey conducted on employees working for mid-sized manufacturing firms in Korea were consistent with our expectations. The findings of this study help uncover the intentions of turnover exhibited by proactive employees.

scholarly journals The Relationship between Workplace Violence and Turnover Intention with a Mediating Role of Work Engagement and Job Satisfaction

2021 ◽  
Vol 9 (2) ◽  
pp. 112-124
Author(s):  
Rubina Yasmin ◽  
◽  
Namra Mubarak ◽  
Keyword(s):  
Job Satisfaction ◽  
Work Engagement ◽  
Workplace Violence ◽  
Turnover Intention ◽  
Call Centers ◽  
Cross Sectional ◽  
Mediating Role ◽  
Sectional Analysis ◽  
The Relationship

The current study aimed at identifying the relationship between turnover intention and workplace violence with a mediating role of work engagement and job satisfaction. A structured questionnaire has been used as a tool. In order to test the relationship, data were collected from 150 employees working in call centers of Pakistan, as the rate of turnover intention is highest in call centers. A cross sectional analysis was used to find out the results. SPSS has been used to find the results. Results indicated that workplace violence has significant relationship with turnover intention, and work engagement and job satisfaction plays a mediating role in this relationship. This paper reveals insight into the relation among the concept of workplace violence, work engagement, job satisfaction and turnover intention and forms a novel study that has not been recently investigated. The examination uncovered that if there is violence at workplace it will reduce work engagement and job satisfaction, which will lead to turnover intention. We support replications and expansion of this examination to build the generalizability.

scholarly journals Workplace Ostracism and Counterproductive Work Behaviors: The Chain Mediating Role of Anger and Turnover Intention

2021 ◽  
Vol 12 ◽  
Author(s):  
Yingge Zhu ◽  
Denghao Zhang
Keyword(s):  
Turnover Intention ◽  
Anger Expression ◽  
Mediating Effect ◽  
Counterproductive Work Behaviors ◽  
Trait Anger ◽  
Work Behaviors ◽  
Mediating Role ◽  
Workplace Ostracism ◽  
The Relationship

This study aims to explore the mediating effect of anger and turnover intention on the relationship between workplace ostracism and counterproductive work behaviors. A two-stage follow-up survey of 426 employees born after 1990 was conducted using the Workplace Ostracism Scale, Counterproductive Work Behaviors Scale, Trait Anger subscale of the State-Trait Anger Expression Inventory, and Turnover Intention Scale. Workplace ostracism was found to be significantly positively correlated with anger, turnover intention, and counterproductive work behaviors. Furthermore, anger and turnover intention both separately and serially mediated the relationship between workplace ostracism and counterproductive work behaviors. This study confirms the chain mediating effect of anger and turnover intention on the relationship between workplace ostracism and counterproductive work behaviors.

Mapping the contours of fairness

2014 ◽  
Vol 1 (2) ◽  
pp. 191-204 ◽  
Author(s):  
Lilian Otaye ◽  
Wilson Wong
Keyword(s):  
Job Satisfaction ◽  
Factor Analysis ◽  
Regression Analysis ◽  
Turnover Intention ◽  
Content Type ◽  
Mediating Role ◽  
The Uk ◽  
The Relationship

Purpose – The purpose of this paper is to explore the contours of fairness by showing how different facets of fairness impact three important employee outcomes (job satisfaction, turnover intention and employer advocacy) and examining the mediating role of quality of management and leadership (through perceptions of both senior management and the quality of exchange with immediate supervisors) in attenuating negative impacts of unfairness on these outcomes. The study extends the concept of fairness beyond the traditional focus on organizational justice and models the mediating role of leadership on the relationship between (un)fairness and the three employee-level outcomes in a sample of employees representative of the UK workforce. Design/methodology/approach – Data were obtained from a nationally representative sample of 2,067 employees in the UK. Exploratory factor analysis and then confirmatory factor analysis is used to refine three unfairness factors and address their dimensionality of the unfairness scale and then multiple regression analysis is used to test a fairness-leadership-employee performance outcome model. Findings – Results of multiple regression analysis revealed that both trust in leadership and leader-member exchange partially mediate the relationship between organizational (un)fairness and job satisfaction, advocacy and turnover intention, respectively. Practical implications – The findings highlight the important role that leaders play in influencing the relationship between perception of unfairness and employee outcomes. This has implications for both theory and practice as it suggests that the pattern of inclusion that leaders create through the relationships that they develop with their followers has a significant impact on the relationship between unfairness and the work outcomes. They not only must manage traditional perceptions of justice, but also the assessments employees make about trust in management judgements and the perceived consequences of such judgements. Originality/value – In an environment where perceptions of unfairness are becoming both more endemic but also more complex, the study shows that both senior leaders and immediate supervisors have important agency in managing negative consequences. Through the measurement of satisfaction, turnover intention and employer advocacy it also provides potential links to link fairness into the engagement literature.

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.

Leader positive humor and employee creativity: The mediating role of work engagement

2021 ◽  
Vol 49 (7) ◽  
pp. 1-8
Author(s):  
Guodong Yang
Keyword(s):  
Structural Equation Modeling ◽  
Work Engagement ◽  
Structural Equation ◽  
Equation Modeling ◽  
Employee Creativity ◽  
Mediating Role ◽  
And Behavior ◽  
The Relationship ◽  
Positive Effect

Leader humor plays an important role in organizations because it affects employees' attitude and behavior. The positive effect of humor in organizations has been widely touted; however, research on the effect of leader humor on employee creativity is still rare. This study addressed how leader positive humor affects employee creativity and whether work engagement mediates this relationship. Data were collected from 233 supervisor–subordinate dyads in 23 Chinese hightech companies. Results of structural equation modeling indicate that leader positive humor was positively related to work engagement, and that work engagement was positively related to employee creativity. Additionally, work engagement mediated the relationship between leader positive humor and employee creativity. Thus, organizations should encourage managers to use positive humor to enhance employees' engagement at work, which will, in turn, lead to creative outcomes. This research extends understanding of the leader positive humor–employee creativity relationship.

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