scholarly journals Linking Work Environment, Team and Co-worker Relationship and Organization Well-being in Increasing Employee Engagement

2016 ◽  
Vol 2 (1) ◽  
pp. 21-30 ◽  
Author(s):  
Athifah Najwani Shahidan ◽  
Siti Norasyikin Abdul Hamid ◽  
Bidayatul Akmal Mustafa Kamil ◽  
Shamsul Huda Abd. Rani ◽  
Azelin Aziz ◽  
...  
Keyword(s):  
Work Environment ◽  
Employee Engagement ◽  
Social Exchange ◽  
Social Exchange Theory ◽  
Practical Implication ◽  
Well Being ◽  
Working Environment ◽  
Social Implication ◽  
Member Exchange ◽  
Deep Focus

Purpose: The purpose of this paper is to propose a conceptual framework on the key determinant of employee engagement. This paper is designed to study the three determinants that will impact on employee engagement. Three key determinants will be used as independent variables which are work environment, team and co-worker relationship, and organization well-being. Employee engagement acts as a dependent variable. Methodology: This is a causal study that has used qualitative exploratory methodology to draw propositions about the phenomenon under study. Findings: The findings of the study that supported by The Social Exchange Theory (SET) and The Leader-Member Exchange (LMX) were expected to produce significant relationship between work environment, team and co-worker relationship and organization well-being on employee engagement. Practical implication: A deep focus should be given to the factors that can enhance work environment, team and co-worker relationship as well as providing supportive organizational well-being to ensure the employees in their organization is fully engaged. Social implication: The determinant of employee engagement will promote a healthy and positive working environment that can contribute to positive and healthy life in social community.

scholarly journals Assessing the Impact of Work Environment on Employee Engagement among Non-Academic Staff of the University

2019 ◽  
Vol 2 (1) ◽  
pp. 57-68
Author(s):  
Yusuf Nasidi ◽  
A. U. Makera ◽  
A. M. Kamaruddeen ◽  
I. M. Jemaku
Keyword(s):  
Work Environment ◽  
Employee Engagement ◽  
Social Exchange ◽  
Social Exchange Theory ◽  
Academic Staff ◽  
Working Environment ◽  
University Staff ◽  
Good Reliability ◽  
The University ◽  
The Impact

Aim of the Study - The objective of this study was to access the impact of work environment on employee engagement among the non-academic staffs of the university in Nigeria. Social exchange theory (SET) was utilized in developing the research framework.  Methodology - A total of 150 non-academics staff from l University, representing a response rate of 63.3% participated in this study. Data were collected through a self-administered questionnaire. The correlation and the hypothesis were tested using the statistical package for social sciences (SPSS 2.0). The Cronbach’s Alpha value for the variables ranging from 0.724 to 0.804 indicates very good reliability of the research instrument.  Findings - The findings indicate a moderate relationship between the work environment and employee engagement, and the hypothesis is not supported.   Practical Implications - The study will provide direction to both the management and the university staff for them to proactively focus on providing a healthy and comfortable working environment that will boost engagement, which lead towards enhancing the performance of university staff, and also the university administrators in various ways.

scholarly journals The Art of Making Workplace Innovative: Conceptual Integration of Leader-Member Exchange, Workplace Innovation and Employee Creativity

2020 ◽  
Vol 7 (2) ◽  
pp. 146-165
Author(s):  
Qurat Ul ain Aslam ◽  
Rabia Ali ◽  
Ali Iftikhar Choudhary
Keyword(s):  
Social Exchange ◽  
Social Exchange Theory ◽  
Empirical Studies ◽  
Working Environment ◽  
Leader Member Exchange ◽  
Employee Creativity ◽  
Individual Level ◽  
Member Exchange ◽  
Workplace Innovation ◽  
The Individual

An increased engagement in innovative activities has become an essential requirement for modern ventures to respond to the threats and opportunities they face. Due to increased globalisation and digitalisation, SME ventures are currently looking for ways to cultivate innovation at different levels such as individual, team and organisational levels to remain competitive. SME ventures need to focus on employee creativity in order to stimulate innovation at the individual level. Moreover, a favourable working environment is required for such cultivation. This short commentary aims to conduct an extant literature review proposing that Leader-Member Exchange (LMX) impacts employee creativity and workplace innovation mediates the relationship between them. Based on the social exchange theory, the literature on LMX, employee creativity, and workplace innovation is reviewed. This study's conceptual model opens new avenues for empirical studies and may help leaders cultivate innovation for improved organisational performance. The current study suggests that SME ventures should implement better LMX practices and better interaction with employees to cultivate ideas aimed to improve employee creativity.

scholarly journals An Empirical Study of HR Practices and Employee’s Engagement in Banking Sector

2021 ◽  
Vol 11 (2) ◽  
pp. 185
Author(s):  
Hatem Ali Helal ATEF ◽  
Valliappan Raju ◽  
Rao Tahir Anees ◽  
Luigi Pio Leonardo Cavaliere ◽  
Nordiana Ahmad Nordin
Keyword(s):  
Employee Engagement ◽  
Social Exchange ◽  
Social Exchange Theory ◽  
Banking Sector ◽  
Data Retrieval ◽  
Well Being ◽  
Private Banks ◽  
The World ◽  
Self Worth

Companies around the world are grappling about how to improve employee engagement in an organization. For businesses to achieve long-term sustainability and well-being, employees must be engaged. Employees accept the job that could help them go through the ladder of their needs starting from the basic needs like security up to self-enhancement, for instance, self-ego or self-worth. Social exchange theory has been selected for this study, because this theory provide knowledge and understanding which is related to the study of employee engagement. This study used quantitative approach. The samples of this research were 132 employees of private banks in Sana’a, Yemen. Data retrieval used a questionnaire and the responses are accumulated through the structured questionnaires.

Team Networks and Team Identification: The Role of Leader-Member Exchange

2013 ◽  
Vol 41 (7) ◽  
pp. 1115-1123 ◽  
Author(s):  
KeXin Guan ◽  
ZhengXue Luo ◽  
JiaXi Peng ◽  
Zhen Wang ◽  
HaiTing Sun ◽  
...  
Keyword(s):  
Social Exchange ◽  
Social Identity Theory ◽  
Social Exchange Theory ◽  
Team Identification ◽  
Leader Member Exchange ◽  
Exchange Relationships ◽  
Member Exchange ◽  
The Mean ◽  
The Relationship

We examined the relationship among team networks, leader-member exchange (LMX), and team identification in the workplace. Social network theory, social exchange theory, and social identity theory served as references for our theoretical propositions and analyses. We collected data from a sample of 223 teams of military personnel, serving in the artillery in West China. We found that the team networks had a significant effect on team identification. Further, the variance and the mean for LMX in teams interacted in influencing team identification (β =-.893, p < .01). Our findings indicated that creating productive networks in teams would be useful to enhance team identification, the effect of which may be carried on through to building exchange relationships between leader and follower.

Employee engagement in non-Western contexts: The link between social resources Ubuntu and employee engagement

2021 ◽  
pp. 147059582110078
Author(s):  
Joy Tauetsile
Keyword(s):  
Employee Engagement ◽  
Social Exchange ◽  
Social Exchange Theory ◽  
Positive Association ◽  
Supervisor Support ◽  
Social Resources ◽  
Sub Saharan Africa ◽  
Management Concepts ◽  
The Relationship ◽  
Colleague Support

Underpinned by Social Exchange Theory (SET) this study examines the relationship between social resources and employee engagement using the Ubuntu construct as a mediating variable. Employee engagement conceptualized as a positive work-related mind-set has demonstrated positive association with both supervisor support and colleague support. The study uses data collected from employees in organizations in Botswana (n = 438) to assess the relationship between social resources and employee engagement using Ubuntu as a mediating variable. Using mediation analysis, findings suggest that high levels of Ubuntu enhance the strength of the relationship among supervisor support, colleague support and employee engagement. These findings open significant potential for future studies identifying the cultural peculiarities as well as managerial implications of management concepts such as employee engagement in non-western settings and underlining the importance of the Ubuntu concept in managing staff in a sub-Saharan Africa country.

Conversation at Work

2016 ◽  
Vol 44 (2) ◽  
pp. 177-197 ◽  
Author(s):  
Guowei Jian ◽  
Francis Dalisay
Keyword(s):  
Social Exchange ◽  
Social Exchange Theory ◽  
Online Survey ◽  
Organizational Outcomes ◽  
Potential Interaction ◽  
Exchange Theory ◽  
Leader Member Exchange ◽  
Member Exchange ◽  
Communication Frequency ◽  
Using Data

Although research has made significant gains in understanding the constitutive nature of conversation in the process of organizing, its predictive effects on organizational outcomes are still uncertain. To contribute in this direction, based on social exchange theory and leader-member exchange (LMX) research, this study examined the predictive effects of leader-member conversational quality (LMCQ) on employee organizational commitment (OC), and the potential interaction effects of LMCQ with LMX quality. Using data from an online survey, this study found that above and beyond communication frequency and other control variables, LMCQ is significantly associated with employee OC. More interestingly, the effects of LMCQ vary based on the level of LMX quality. These findings have significant implications at both theoretical and practical levels.

scholarly journals Relationship Between Teams’ Leader–Member Exchange Characteristics and Psychological Outcomes for Nurses and Nurse Managers: A Cross-Sectional Study in Japan

2021 ◽  
Vol 7 ◽  
pp. 237796082110259
Author(s):  
Saeka Kawaguchi ◽  
Yukie Takemura ◽  
Kimie Takehara ◽  
Keiko Kunie ◽  
Naoko Ichikawa ◽  
...  
Keyword(s):  
Social Exchange ◽  
Social Exchange Theory ◽  
Nurse Managers ◽  
Cross Sectional Study ◽  
Leader Member Exchange ◽  
Management Effectiveness ◽  
University Hospitals ◽  
Cross Sectional ◽  
Psychological States ◽  
Member Exchange

Introduction The Leader–Member Exchange (LMX) theory, based on the social exchange theory, relates to positive psychological states among nurses. However, the influence of various LMX qualities coexisting within a team on nurses or nurse managers is still uncleared. Objective This study examines the relationship of nurses and nurse managers’ psychological states with the average LMX and LMX dispersion among nurses in their units. Methods The study was conducted at two university hospitals in March 2017 using anonymous questionnaires. Nurses completed the LMX-7 scale and the subscales of job satisfaction, achievement, and growth from the Checklist on Commitments Related to Work. Nurse managers completed the subscales of management satisfaction, effectiveness, and extracting extra effort from the Multifactor Leadership Questionnaire. Both nurses and managers completed the Intention to Continue Working scale. The nurses’ data were analyzed using a multilevel analysis to clarify associations between nurses’ psychological states and LMX, average LMX, and LMX dispersion. Hierarchical multiple regression analysis tested to test the correlations of the psychological states of nurse managers with average LMX and LMX dispersion. Results Data from 586 nurses and 28 managers were analyzed. The LMX and average LMX of nurses were positively related to positive psychological states. Nurse managers displayed significant associations between high LMX dispersion and good psychological states. When average LMX was low, management effectiveness increased as LMX dispersion increased; when average LMX was high, management effectiveness was almost constant. Conclusion The unit’s LMX characteristics appear to be related to the psychological states of both nurses and nurse managers. Increasing the LMX of each nurse may lead to positive psychological states for not only that nurse but all nurses in the unit. When LMX with subordinates is low, increasing LMX with a portion of nurse managers should be a priority to improve their psychological states.

Engagement, inclusion, knowledge sharing, and talent development: is reverse mentoring a panacea to all? Findings from literature review

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Sanghamitra Chaudhuri ◽  
Sunyoung Park ◽  
Karen R. Johnson
Keyword(s):  
Literature Review ◽  
Social Exchange ◽  
Social Exchange Theory ◽  
English Summary ◽  
Exchange Theory ◽  
Future Research ◽  
Content Type ◽  
The Past ◽  
Member Exchange ◽  
The Usa

Purpose The purpose of this study is to systematically review the practice of reverse mentoring and draw a timeline of the research over the past two decades. Considering the novelty of this intervention, this paper proposed an agenda for future research on this burgeoning topic. Design/methodology/approach By adopting narrative literature review and Gregory and Denniss’ (2018) four-step process, this paper reviewed 54 studies grounded in conceptual, literature review and empirical research published between 1998 and 2020. Findings The articles included in the literature review on reverse mentoring research were summarized according to journal publications, research methodologies, contextual settings, theoretical framework, purpose and outcomes. Reverse mentoring studies are dominantly published in educational journals using primarily qualitative and conceptual approaches to explore both academic and business contexts within the USA and Europe. Theories frequently used to frame and examine the need of reverse mentoring included social exchange theory and leader-member exchange theory. The fundamental purpose of reverse mentoring research is to transfer knowledge and to bridge the technology divide between intergenerational groups. Reverse mentoring has been used to promote inclusivity between multiple generations in relation to gender, ethnicity and culture. Originality/value As per the knowledge, this is the first-ever comprehensive English summary of reverse mentoring research done in the past two decades. Findings from this research can be used to better understand reverse mentoring research trends and directions.

scholarly journals IMPLEMENTASI SERVANT LEADERSHIP SERTA DAMPAKNYA TERHADAP SIKAP KERJA KARYAWAN

NIAGAWAN ◽  
2020 ◽  
Vol 9 (2) ◽  
pp. 144
Author(s):  
Tri Wulida Afrianty ◽  
Arina Kusumaningtias ◽  
M. Cahyo Widyo Sulistyo
Keyword(s):  
Servant Leadership ◽  
Employee Engagement ◽  
Social Exchange ◽  
Social Exchange Theory ◽  
Exchange Theory

Meskipun penelitian tentang topik kepemimpinan telah banyak dilakukan, namun penelitian serta publikasi yang sistematis tentang servant leadership (kepemimpinan melayani) di Indonesia masih terbatas. Oleh karena itu, dengan menggunakan Social Exchange Theory (Teori Pertukaran Sosial), penelitian ini bertujuan untuk menganalisis pengaruh servant leadership dan peran mediasi kepuasan kerja terhadap employee engagement (keterikatan karyawan) di PT. ASABRI (Persero), Indonesia. Analisis hierarchichal regression (regresi hirarkikal) digunakan untuk menguji hipotesis penelitian ini dengan bantuan software SPSS versi 25. Hasil penelitian ini menunjukkan bahwa: 1) servant leadership memiliki pengaruh yang signifikan terhadap employee engagement, 2) servant leadership memiliki pengaruh signifikan terhadap kepuasan kerja 3) kepuasan kerja memiliki pengaruh yang signifikan terhadap employee engagement 4) kepuasan kerja terbukti memiliki peran mediasi pada pengaruh servant leadership terhadap employee engagementKata Kunci: Servant Leadership, Kepuasan Kerja, Employee Engagement, Social Exchange Theory

The “silent assassin” in your organization? Can job insecurity climate erode the beneficial effect of a high-quality leader-member exchange?

2018 ◽  
Vol 47 (6) ◽  
pp. 1174-1193 ◽  
Author(s):  
Irina Nikolova ◽  
Beatrice Van der Heijden ◽  
Lena Låstad ◽  
Guy Notelaers
Keyword(s):  
Social Exchange ◽  
Organizational Citizenship ◽  
Social Exchange Theory ◽  
Job Insecurity ◽  
Leader Member Exchange ◽  
Content Type ◽  
Moderation Effect ◽  
Exchange Processes ◽  
Member Exchange ◽  
Private And Public

Purpose The purpose of this paper is to examine the possible role of job insecurity climate as a moderator in the relationship between leader–member exchange (LMX) and organizational citizenship behaviors (OCBs). Design/methodology/approach Questionnaire data were collected from 466 employees working in 14 organizations from both the private and public sector. Following the core tenets of social exchange theory and occupational stress theories, the authors argue that ideally job insecurity is studied as a climate-level construct, given the fact that intra-group social exchange processes strongly influence the formation of employee perceptions about specific aspects of their work context (e.g. job insecurity). Findings In line with one of the hypotheses, multi-level analyses revealed that LMX is significantly and positively related to OCBs. In addition, the authors found support for a negative moderation effect, such that LMX has a less strongly positive relationship with extra-role behaviors that are beneficial to the organization when job insecurity climate is high. Originality/value The study contributes to the limited empirical scholarly research on job insecurity climate and its correlates. Management and HR professionals in working organizations are advised to focus on preventive measures (e.g. to invest in the professional development of their employees, that is focus on employability enhancement, in order to reduce job insecurity) as well as on participation-based interventions.

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