Role of Employee Engagement in Reducing Workplace Deviance

2022 ◽  
pp. 1436-1467
Author(s):  
Jitendra Singh Tomar ◽  
Ruchi Khandelwal ◽  
Ruchi Jain
Keyword(s):  
Job Satisfaction ◽  
Literature Review ◽  
Employee Engagement ◽  
Relative Deprivation ◽  
Deviant Behavior ◽  
Workplace Deviance ◽  
Fair Treatment ◽  
Treatment Performance ◽  
Training Development

The chapter focuses on the various antecedents to workplace deviance that exist in general and specifically on how employee engagement can lead to reduced workplace deviance. It explores the typical characteristics workplace deviance and its various manifestations exhibited by employees of the organisation. Using intensive literature review the factors leading to employee deviant behavior are identified. The behavior is further justified by theory of distributive justice and theory of relative deprivation. The drivers of employee engagements like “Job Satisfaction,” “Family Friendliness,” “Equal Opportunities,” “Fair Treatment,” “Performance and Appraisal,” “Training Development and Career,” etc. are successfully mapped with the theories of deprived justice to address the deviance problem.

Role of Employee Engagement in Reducing Workplace Deviance

2020 ◽  
pp. 229-269
Author(s):  
Jitendra Singh Tomar ◽  
Ruchi Khandelwal ◽  
Ruchi Jain
Keyword(s):  
Job Satisfaction ◽  
Literature Review ◽  
Employee Engagement ◽  
Relative Deprivation ◽  
Deviant Behavior ◽  
Workplace Deviance ◽  
Fair Treatment ◽  
Treatment Performance ◽  
Training Development

The chapter focuses on the various antecedents to workplace deviance that exist in general and specifically on how employee engagement can lead to reduced workplace deviance. It explores the typical characteristics workplace deviance and its various manifestations exhibited by employees of the organisation. Using intensive literature review the factors leading to employee deviant behavior are identified. The behavior is further justified by theory of distributive justice and theory of relative deprivation. The drivers of employee engagements like “Job Satisfaction,” “Family Friendliness,” “Equal Opportunities,” “Fair Treatment,” “Performance and Appraisal,” “Training Development and Career,” etc. are successfully mapped with the theories of deprived justice to address the deviance problem.

scholarly journals Analisis Dukungan Organisasional Persepsian Dan Employee Engagement Terhadap Kinerja Karyawan: Kepuasan Kerja Sebagai Pemediasi

2020 ◽  
Vol 9 (3) ◽  
pp. 286-304
Author(s):  
YUNI SISWANTI YUNI ◽  
Krisnandini Wahyu Pratiwi
Keyword(s):  
Job Satisfaction ◽  
Employee Engagement ◽  
Organizational Support ◽  
Research Method ◽  
Perceived Organizational Support ◽  
Employee Performance ◽  
Validity And Reliability ◽  
Permanent Employees ◽  
Simple Regression

This study aims to analyze the effect of perceived organizational support (POS) and employee engagement on performance and the role of job satisfaction in mediating the effect of perceived organizational support (POS) and employee engagement on performance. The population in this study were permanent employees at PT. Solusi Bangun Indonesia Tbk. The research method used was a survey and a sample size of 185 employees. The research instrument adopted from previous research. Retrieval of data by means of questionnaires and interviews. Validity and reliability tests show all questionnaire items are valid and reliable. To test H1 and H2 with simple regression, H3 and H4 test with Baron and Kenny regression model. The results of hypothesis testing show that: (1) perceived organizational support has a significant effect on employee performance, (2) employee engagement has a significant effect on employee performance, (3) job satisfaction partially mediates the effect of perceived organizational support on employee performance, and (4) job satisfaction does not mediate the effect of Employee engagement on employee performance.  

Employee Online Communities

2022 ◽  
pp. 425-440
Author(s):  
Shirin Alavi
Keyword(s):  
Job Satisfaction ◽  
Employee Engagement ◽  
Online Communities ◽  
Employee Retention ◽  
Mission Statement ◽  
Internal Communication ◽  
Corporate Values ◽  
The Past ◽  
The World

This chapter seeks to impart understanding of the role of employee online communities for enhanced employee engagement and retention in an organization. The highly engaged and motivated employees would contribute more towards accomplishing the organizations goals. The various research studies conducted in the past across the world identify job satisfaction as a major determinant of employee engagement and retention. The role of internal communication through employee online communities of organizations or intranets is theoretically suggested to be a major influencer for the enhancement of employee engagement efforts. This can help to enhance and support culture, corporate values, mission statement, and annual company goals. The purpose of this chapter is to investigate the role that the employee online communities of organizations play in order to support the twin objectives of employee retention and engagement. Engaging employees can be the catalyst for inducing positive change among employees and, as a result, boosting an organization's success.

scholarly journals The role of organizational structure and deviant status in employees’ reactions to and acceptance of workplace deviance

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Chanki Moon ◽  
Catarina Morais ◽  
Georgina Randsley de Moura ◽  
Ayse K. Uskul
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Organizational Structure ◽  
Turnover Intention ◽  
Turnover Intentions ◽  
Structure Study ◽  
Workplace Deviance ◽  
Content Type ◽  
Deviant Behaviors

Purpose This study aims to examine the role of deviant status (lower vs higher rank) and organizational structure (vertical vs horizontal) on individuals’ responses to workplace deviance. Design/methodology/approach Two studies (N = 472) were designed to examine the role of deviant status and organizational structure in responses to workplace deviance. Study 1 (N = 272) manipulated deviant status and organizational structure. Study 2 (N = 200) also manipulated deviant status but focused on participants’ subjective evaluations of the organizational structure of their workplace. Findings Study 1 found that participants reported lower job satisfaction and organizational commitment, and higher turnover intentions when they imagined being confronted with deviant behaviors displayed by a manager (vs by a subordinate), regardless of the type of organizational structure. Study 2 extended this finding by showing that the indirect effect of organizational structure (vertical vs horizontal) on turnover intention via job satisfaction and organizational commitment was moderated by deviant status: when the deviant’s status was higher, working in a vertical (vs horizontal) organization was associated with decreased job satisfaction and commitment, which, in turn, was associated with a higher level of turnover intentions. Originality/value The findings broaden our understanding of how individuals respond to deviance at the workplace, by simultaneously considering the effects of organizational structure (vertical vs horizontal) and deviant status (upward vs downward directions of deviance).

scholarly journals The Mediating Role of Work Satisfaction on the Effect of Organizational Justice on Employee Engagement

2021 ◽  
Vol 8 (8) ◽  
pp. 196-207
Author(s):  
Siswoyo Haryono
Keyword(s):  
Job Satisfaction ◽  
Organizational Justice ◽  
Employee Engagement ◽  
Work Satisfaction ◽  
Temporary Employees ◽  
Mediating Role

This research evaluates the mediation role of job satisfaction on the effect of organizational justice on employee engagement among temporary employees at Universitas Muhammadiyah Yogyakarta. The population of temporary employees at Universitas Muhammadiyah Yogyakarta is 213, and the sample was 70. The analysis employed Smart PLS 3.0. The results show that organizational justice affects job satisfaction, and job satisfaction significantly affects employee engagement. Job satisfaction has a mediation role in the effect of organizational justice on employee engagement among temporary employees at Universitas Muhammadiyah Yogyakarta. The benefit of the research is that improving employee engagement would be adequate by increasing both job satisfaction and organizational justice.

scholarly journals The Effect of Employee Engagement and Job Satisfaction on Workforce Agility Through Talent Management in Public Transportation Companies

2021 ◽  
Vol 36 (2) ◽  
pp. 212
Author(s):  
Ahmad Azmy
Keyword(s):  
Job Satisfaction ◽  
Employee Engagement ◽  
Public Transportation ◽  
Talent Management ◽  
Partial Least Square ◽  
Least Square ◽  
Analysis Tool ◽  
Workforce Agility ◽  
Employee Competencies

This study aimed to analyzed employee engagement and job satisfaction with workforce agility through talent management as a mediating variable. The object of research was carried out at one of the public transportation companies. The number of respondents was 100 people. This research is purposive because it is following the research needs. The analysis tool uses the Partial Least Square (PLS) method. It aims to analyze specifically the variables and indicators that affect workforce agility. The results showed that employee engagement and job satisfaction had a positive effect on workforce agility. The role of talent management as a mediating variable affects workforce agility. Organizations must maximize the role of talent management to prepare employee competencies according to business challenges. The implementation of employee engagement and job satisfaction will make employees more agile, responsive, and have high initiatives to generate business innovation. Job satisfaction is very much needed in maintaining performance stability. The business process is very dependent on how the role and involvement of employees in executing the business plan. The four variables explain that workforce agility makes employee responsiveness higher in advancing the company's business. Therefore, organizations must be responsive and adaptive in empowering human resources optimally

scholarly journals The Role of Leadership and Organizational Culture Toward The Engagement of Millenial Employees Through Job Satisfaction at Pt Mory Industries Indonesia

2021 ◽  
Vol 04 (07) ◽  
Author(s):  
Apud Abdul Aziz ◽  
Keyword(s):  
Job Satisfaction ◽  
Organizational Culture ◽  
Data Analysis ◽  
Employee Engagement ◽  
Indirect Effect ◽  
Millennial Generation ◽  
Sampling Technique ◽  
Leadership Role ◽  
Leadership Roles

This study aims to determine the effect of leadership roles and organizational culture on millennial generation employee engagement simultaneously, determine the influence of leadership roles on millennial generation employee engagement partially, determine the influence of organizational culture on millennial generation employee engagement partially, determine the effect of job satisfaction on employee engagement millennial generation partially, knowing the influence of leadership roles on millennial generation employee engagement through job satisfaction variables, knowing the influence of organizational culture on millennial generation employee engagement through job satisfaction variables. The research was conducted at Pt Mory Industries Indonesia. The sampling technique used a random sample involving 58 millennial generation employees. Data analysis using path analysis. Based on the results of data analysis, it shows that the role of leadership and organizational culture affect millennial generation employee engagement simultaneously. The leadership role variable partially affects millennial generation employee engagement. The organizational culture variable partially affects the millennial generation employee engagement. The job satisfaction variable partially affects the millennial generation employee engagement. The influence of the leadership role on millennial generation employee engagement through job satisfaction is greater than the direct effect, so it can be said that job satisfaction is an intervening variable. The influence of organizational culture on millennial generation employee engagement through job satisfaction is smaller than the indirect effect, so it can be said that job satisfaction is an intervening variable

scholarly journals Organizational identification, work engagement, and job satisfaction

2015 ◽  
Vol 30 (8) ◽  
pp. 1019-1033 ◽  
Author(s):  
Maria Karanika-Murray ◽  
Nikita Duncan ◽  
Halley M. Pontes ◽  
Mark D. Griffiths
Keyword(s):  
Job Satisfaction ◽  
Social Identity ◽  
Organizational Behavior ◽  
Employee Engagement ◽  
Work Engagement ◽  
Organizational Identification ◽  
Three Dimensions ◽  
Content Type ◽  
Practical Implications

Purpose – Organizational identification refers to a person’s sense of belonging within the organization in which they work. Despite the importance of organizational identification for work-related attitudes and organizational behavior, little research has directly examined the mechanisms that may link these. The purpose of this paper is to provide an understanding of how organizational identification relates to job satisfaction. Design/methodology/approach – Adopting a social identity perspective, the authors present and test two models that describe work engagement and its constituent dimensions (vigor, dedication, absorption) as mediating the relationship between organizational identification and job satisfaction. Findings – Bootstrapped mediation analyses provided support for full mediation whereby there is an indirect (via work engagement) and positive effect of organizational identification on job satisfaction. Analyses also provided support for the mediating effects of the three dimensions of work engagement, vigor, dedication, and absorption, in this relationship. Practical implications – Although cross-sectional, this study provides a needed first step toward an understanding of the important role of organizational identification for job satisfaction and the mediating role of work engagement in this relationship. Originality/value – The results provide valuable insights into the effects of organizational identification and address some of the gaps in understanding social identity as the context for work behaviors. Theoretical and practical implications for strengthening employee engagement and enhancing organizational identification are discussed.

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