scholarly journals Work Engagement of Employees in Moonlighting: A Moderated Mediation Model From a Boundaryless Career Perspective

2021 ◽  
Vol 12 ◽  
Author(s):  
Zhen Peng ◽  
Qingsong Wang ◽  
Siwei Wang
Keyword(s):  
Organizational Climate ◽  
Work Engagement ◽  
Psychological Contracts ◽  
Job Engagement ◽  
Mediating Effects ◽  
Role Conflicts ◽  
Organizational Engagement ◽  
Moderated Mediation Model ◽  
Boundaryless Career ◽  
Career Orientations

Using a panel of 324 Chinese employees in public sectors, this paper examines the work engagement of employees in moonlighting with the proxy of boundaryless career orientations. We divided work engagement into job engagement and organizational engagement and test their relation to boundaryless career orientations. The results demonstrate that boundaryless career orientations are positively related to job engagement via the mediating effects of role conflicts, and negatively related to organizational engagement through the mediating effects of the relational psychological contracts. Moreover, organizational climate for openness moderates the negative correlation between boundaryless career orientations and role conflicts. There is no significant evidence provided for a moderating effect of organizational climate for openness between boundaryless career orientations and relational psychological contracts.

Organization engagement: a review and comparison to job engagement

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Alan M. Saks ◽  
Jamie A. Gruman ◽  
Qian Zhang
Keyword(s):  
Organizational Climate ◽  
Organizational Performance ◽  
Employee Engagement ◽  
Work Engagement ◽  
Organizational Support ◽  
Job Engagement ◽  
Research Attention ◽  
Content Type ◽  
Hr Practices ◽  
Antecedents And Consequences

PurposeEmployee engagement has received a considerable amount of research attention over the last decade. However, most of the research has been on job or work engagement. Much less attention has been given to organization engagement, which is a distinct but related target of employee engagement. In this paper, we review the research on organization engagement and identify how it has been measured, its antecedents and consequences and how it compares to job engagement.Design/methodology/approachThis paper provides a narrative review of 40 studies that have measured organization engagement. Most of these studies have been published in the last five years, and they come from 20 different countries. The majority of studies also measured job or work engagement.FindingsMost studies used Saks' (2006) measure of organization engagement. Many antecedents have been found to be related to organization engagement; however, those most often studied and consistently related to organization engagement are organizational-related resources such as perceived organizational support (POS), justice perceptions, corporate social responsibility (CSR), organizational structural factors, organizational climate and HR practices. Organization engagement has been found to be positively related to job satisfaction, organizational commitment, organizational citizenship behavior (OCB), job performance and organizational performance and negatively related to intention to quit. Organization engagement has also been found to partially or fully mediate the relationship between antecedents and consequences. In comparison to job engagement, organization engagement scores tend to be lower, and there are meaningful differences in the antecedents and consequences of organization engagement and job engagement. A number of studies found that organization engagement was more strongly related to several of the consequences than job engagement.Practical implicationsThe results of this review indicate that organization engagement is as important if not more important than job engagement when it comes to its relationship to some of the consequences of employee engagement. Organizations should include a measure of organization engagement in employee surveys and focus on improving organization engagement by providing a supportive work environment, ensuring that employees have positive perceptions of justice, increasing CSR initiatives, providing a variety of human resources (HR) practices and improving organizational climate.Originality/valueThis paper provides the first comprehensive review of research on organization engagement and offers a new model of the antecedents and consequences of organization engagement and compares organization engagement to job engagement.

scholarly journals Do Organizational Health Climates and Leader Health Mindsets Enhance Employees’ Work Engagement and Job Crafting Amid the Pandemic?

2021 ◽  
Vol 18 (22) ◽  
pp. 12123
Author(s):  
Yuhyung Shin ◽  
Won-Moo Hur
Keyword(s):  
Organizational Climate ◽  
Social Exchange ◽  
Work Engagement ◽  
Social Exchange Theory ◽  
Organizational Health ◽  
Job Crafting ◽  
Work Outcomes ◽  
South Korean ◽  
Moderated Mediation Model ◽  
And Behavior

Although the COVID-19 pandemic has resulted in many health- and stress-related symptoms among employees, surprisingly few studies have assessed the effect of a health-promoting organizational climate or leadership on employee work outcomes. To fill this gap, our research proposed and tested a moderated mediation model involving perceived organizational health climate (POHC), leader health mindset (LHM), work engagement, and job crafting. Our propositions were tested using two-wave data collected from 301 South Korean employees. As predicted, POHC was positively related to employees’ job crafting, and this relationship was mediated by work engagement. Moreover, the positive relationship between POHC and work engagement and the indirect effect of POHC on job crafting through work engagement were more pronounced when LHM was high than when it was low. These findings support the job demands–resources model and social exchange theory and have implications for helping employees maintain their work attitudes and behavior in times of crisis.

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.

Subdimensions of total rewards satisfaction and creativity among R&D employees: a moderated mediation model

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Zhenyuan Wang ◽  
Jianghong Du ◽  
Herman H.M. Tse ◽  
Jun Gu ◽  
Hui Meng ◽  
...  
Keyword(s):  
Work Stress ◽  
Work Engagement ◽  
Indirect Effects ◽  
Moderated Mediation ◽  
Relative Importance ◽  
Mediation Model ◽  
Content Type ◽  
Moderated Mediation Model ◽  
Total Rewards

PurposeThis study aims to explore the relative importance of the subdimensions of total rewards satisfaction in predicting research and development (R&D) employee creativity. In addition, the study examines the indirect effects of the subdimensions of total rewards satisfaction on creativity via work engagement and the moderating role of challenge-related work stress in the first stage.Design/methodology/approachA two-wave design was used, in which total rewards satisfaction and challenge-related work stress were measured in the first wave. Work engagement and creativity were measured in the second wave. Dominance analysis and the latent moderated mediation model were used for the data analyses.FindingsThe analyses show that nonfinancial rewards satisfaction completely dominates indirect and direct financial rewards satisfaction when predicting creativity. Indirect financial rewards satisfaction completely dominates direct financial rewards satisfaction when predicting creativity. Work engagement mediates the relationships between the subdimensions of total rewards satisfaction and creativity. Challenge-related work stress moderates the relationships between the subdimensions of total rewards satisfaction and work engagement and the indirect effects of the subdimensions of total rewards satisfaction on creativity via work engagement.Practical implicationsThe results imply that managers should set challenge demands for R&D employees and try to improve their total rewards satisfaction, especially their nonfinancial and indirect financial rewards satisfaction, for them to be more creative.Originality/valueThis empirical study contributes to the literature by comparing the relative importance of the different dimensions of total rewards satisfaction in predicting creativity. The study also clarifies how (through work engagement) and when (based on challenge-related work stress) the subdimensions of total rewards satisfaction are positively related to R&D employees' creativity.

scholarly journals Organizational Silence: A Barrier to Job Engagement in Successful Organizations

2016 ◽  
Vol 9 (4) ◽  
pp. 100 ◽  
Author(s):  
Wageeh A. Nafei
Keyword(s):  
Empirical Evidence ◽  
Design Methodology ◽  
Job Engagement ◽  
University Hospitals ◽  
Five Dimensions ◽  
Factors Affecting ◽  
Organizational Engagement ◽  
Organizational Silence ◽  
And Coping ◽  
Practical Implications

<p><strong>Purpose: </strong>Although the phenomenon of Organizational Silence (OS) is widely seen in organizations, there is little empirical evidence regarding its nature and components. The purpose of this research is to identify the types of OS and its effects on JE at Menoufia University Hospitals in Egypt.</p><p><strong>Design/methodology/approach</strong>: To assess OS, refer to (OS questionnaire, Schechtman, 2008; Brinsfield, 2009) and JE (JE questionnaire, Rich et al., 2010). Five dimensions of OS are constructed and measured in order to examine their effects on JE at Menoufia University Hospitals in Egypt. Out of the 338 questionnaires that were distributed to employees, 300 usable questionnaires were returned, a response rate of 88%. Multiple Regression Analysis (MRA) was used to confirm the research hypotheses.</p><p><strong>Findings: </strong>Results indicate that supervisors’ attitudes to silence, top management attitudes to silence and communication opportunities are associated and predict ES behaviour. The research has found that there is significant relationship between OS and JE. Also, the research has found that OS directly affects JE. In other words, OS is one of the biggest barriers to organizational engagement of the employees at Menoufia University Hospitals in Egypt.</p><p><strong>Practical implications:</strong> This research contributes to stimulate scientific research, particularly in terms of testing the model content, as well as studying the research variables and the factors affecting them. In addition, this research pointed to the need for organizations to adopt a culture which encourages and urges employees to speak in the labor issues and the non-silence in order for the administration to be able to realize these issues and try to solve them first hand in order to prevent their aggravation.</p><p><strong>Originality/value: </strong>Although the phenomenon of silence is expected in organizations, there is little empirical evidence in the literature aimed at defining, analyzing, and coping with it. Silence climate has an impact on the ability of organizations to detect errors and learn. Therefore, organizational effectiveness is negatively affected. This research aims to measure the effect of OS on JE. Based on the findings of this research, some important implications are discussed.</p>

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