scholarly journals Psychological Capital and Work Engagement: The Moderating Role of Age Diversity

2021 ◽  
Vol 3 (2) ◽  
pp. 128-140
Author(s):  
Alice S.M. Gleichmann ◽  
Arum Etikariena
Keyword(s):  
Private Sector ◽  
Work Engagement ◽  
Psychological Capital ◽  
Personal Resources ◽  
Moderation Effect ◽  
Utrecht Work Engagement Scale ◽  
Job Demand ◽  
Age Diversity ◽  
Moderating Role

Work engagement to private sector workers during the Covid-19 pandemic has been stationary or experienced a decline.  One of the antecedents of work engagement is personal resources construct. One derives personal resources construct is psychological capital based on the Job Demand Resources (JD- R) model. This research aims to prove the moderating role of age diversity to private sector workers in connection between psychological capital and work engagement referring to the theory of “Conservation of Resource” (COR). This research involves 127 Jabodetabek employees that works in private sectors. The measuring instrument used is Utrecht Work Engagement scale (UWES)-9, Psychological Capital Questionaire (PCQ-24) and age diversity that is categorized in 4 groups. The result of the research shows that there is a significant positive connection between psychological capital and work engagement of private sector employees.  In other side, age diversity does not have a moderation effect, there is insignificant interaction effect between psychological capital and age diversity to work engagement, who the majority of participants in this study have already led to the stage of maintaining (age 41- 60 years old). With regard to the second most participants entering the advancement stage (ages 27–40 years old). In addition, this research proves employee who has high psychological capital; resulting in an increase of work engagement

scholarly journals IMPACT OF WORK ENGAGEMENT ON TURNOVER INTENTION: MODERATION BY PSYCHOLOGICAL CAPITAL IN INDIA

2017 ◽  
Vol 18 (0) ◽  
pp. 136-143 ◽  
Author(s):  
Manish Gupta ◽  
Musarrat Shaheen
Keyword(s):  
Work Engagement ◽  
Turnover Intention ◽  
Employee Turnover ◽  
Psychological Capital ◽  
Negative Relationship ◽  
Hierarchical Regression ◽  
Personal Resources ◽  
Employee Turnover Intention ◽  
Moderating Role

With increased number of employment opportunities in India, employers are increasingly finding it difficult to control employee turnover. Nonetheless, positive psychologists argue that one of the ways to face this challenge is by understanding the positive factors such as, work engagement and personal resources that negatively affect employees’ turnover intention. Therefore, the objective of this study is to examine the moderating role of psychological capital in the work engagement – employee turnover intention relationship. Hierarchical regression was used to analyze a sample of 228 employees working in diverse industries. The findings indicate that psychological capital moderates the relationship between work engagement and intention to turnover. The findings augment the theory of self and role by identifying moderating role of personal resources in strengthening the negative relationship between work engagement and turnover intention. Managers may take steps to enhance the employee-co-worker and employee-supervisor relationship either by promoting team related activities or by enabling their employees to work independently. Also, in order to save the cost of hiring a new candidate and losing an experienced employee, managers may create mechanisms for measuring work engagement of at least their key employees or a regular basis. This paper fulfils an identified need to study how psychological capital plays a key role in affecting the work engagement–employee turnover intention relationship in Indian context.

scholarly journals The moderating role of personal resources in the relationship between job demands and work engagement

Psihologija ◽  
2021 ◽  
pp. 7-7
Author(s):  
I-Shuo Chen
Keyword(s):  
Work Engagement ◽  
Fast Food ◽  
Negative Impact ◽  
Job Demands ◽  
Personal Resources ◽  
Food Chains ◽  
The Relationship ◽  
Moderating Role

This study aimed to examine the role of personal resources in the job demands- resources (JD-R) model of work engagement. We hypothesized that personal resources weaken the negative impact of job demands on work engagement. The hypothesis was examined using a sample of employees (N = 58) from multiple branches of four international fast-food chains based in Ireland and Taiwan who completed questionnaires focused on personal resources, job demands and work engagement over 7 consecutive workdays (N = 58

scholarly journals Job and personal resources as mediators in the relationship between iron-ore mineworkers’ job demands and work engagement

2019 ◽  
Vol 17 ◽  
Author(s):  
Martina Kotzé ◽  
Petrus Nel
Keyword(s):  
South African ◽  
Work Engagement ◽  
Iron Ore ◽  
Psychological Capital ◽  
Mining Industry ◽  
Job Demands ◽  
Job Resources ◽  
Personal Resources ◽  
The Relationship

Orientation: Mining companies are major sources of employment in South Africa. Withstanding the challenges that the mining industry faces, maintaining work engagement of employees is essential to success in this context.Research purpose: To investigate the mediating effect of job and personal resources (in parallel and serial) in the relationship between the job demands and work engagement of employees at two iron-ore mines in a remote South African locale.Motivation for the study: Most South African research on work engagement in the mining industry focuses on the role of job resources. There is a lack of research investigating the influence of both job and personal resources in the relationship between job demands and mineworkers’ work engagement.Research approach/design and method: Data were collected using questionnaires from 238 employees working for two open-pit iron-ore mines. Three mediating relationships were investigated using variance-based structural equation modelling.Main findings: The results indicate that job and personal resources (in parallel) partially mediated the relationship between job demands and work engagement, with personal resources having a stronger effect than job resources. In addition, job and personal resources (in serial) partially mediated the relationship between job demands and work engagement but not as strongly as personal resources (in parallel).Practical/managerial implications: Despite job demands, mineworkers’ work engagement can be increased by investing in interventions and a work environment that enhances job and personal resources (such as mindfulness and psychological capital).Contribution/value add: The study bridges a specific gap in the literature by exploring the role of both job and personal resources (i.e., mindfulness and psychological capital) in the relationship between mineworkers’ job demands and work engagement. No previous studies explored these variables in combination in the South African mining industry.

Role of leader and followers' well-being, engagement and the moderating role of psychological capital

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Beena Prakash Nair ◽  
T. Prasad ◽  
Shreekumar K. Nair
Keyword(s):  
Work Engagement ◽  
Authentic Leadership ◽  
Psychological Capital ◽  
Well Being ◽  
Psychological Well Being ◽  
Content Type ◽  
The Relationship ◽  
Moderating Role ◽  
Practical Implications

PurposeThe present study had two objectives, first objective was to examine the impact of authentic leadership on followers' well-being and work engagement. The second objective was to examine the moderating role of authentic leadership and followers' outcomes. Despite an immense amount of research on authentic leadership, how and when authentic leadership is more or less effective in promoting the well-being and work engagement of followers is little known. Drawing from the conservation of resource theory, the authors draw upon the interactionist perspective and suggest psychological capital is a dispositional boundary condition that influences the effectiveness of authentic leadership in promoting well-being and work engagement of followers.Design/methodology/approachUsing cross-sectional research design data were collected from 547 team members nested under 118 team leaders from the financial sector in India. The study used structural equation modelling and hierarchical regression analysis to examine the hypothesised relationships.FindingsThe findings from the study revealed that authentic leadership predicts followers' psychological well-being and work engagement. Also as proposed, the study found psychological capital moderates the relationship between authentic leadership and the well-being of followers. However, the study found psychological capital does not moderate the relationship between authentic leadership and followers' work engagement.Research limitations/implicationsThe study has helped expand the nomological network of authentic leadership by examining the authentic leadership model with followers' psychological well-being and work engagement. Further, the findings suggest that psychological capital being a dispositional boundary condition, it plays a contingent role in explaining the role of authentic leadership in promoting the well-being of followers.Practical implicationsThe results offer strong practical implications that can be considered as the basis for actionable strategies by the human resource management system of the organisation to enhance authentic leadership and psychological capital.Originality/valueThe study is unique in its scope and contribution, as it tries to develop an understanding of how and when authentic leadership promotes psychological well-being and work engagement by considering an interactionist approach in the Indian context.

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