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 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 Employee age and the impact on work engagement

2020 ◽  
Vol 19 (5) ◽  
pp. 209-213
Author(s):  
Stephanie Douglas ◽  
Robin Roberts
Keyword(s):  
Employee Engagement ◽  
Work Engagement ◽  
Content Type ◽  
Older Employees ◽  
Utrecht Work Engagement Scale ◽  
Post Hoc ◽  
The Impact ◽  
Employee Work Engagement ◽  
The Relationship ◽  
One Way Anova

Purpose Employee engagement studies are popular in contemporary research because of the complexity organizations face in nurturing the performance and productivity of multi-generations of workers. The purpose of this paper is to assess association of age and dimensions of work engagement. Design/methodology/approach In total, 181 participants completed the Utrecht Work Engagement Scale (UWES) to measure work engagement including the dimensions of absorption, vigor and dedication as well as demographics. One-way ANOVA and post hoc tests were conducted to examine the relationship between age and work engagement. Findings Employees 50 years of age and older were found to have statistically significant higher work engagement scores than the employees under the age of 50. Statistically significant scores were also found to be higher in absorption and dedication. Originality/value The workforce is aging with older employees becoming larger populations in organizations. Understanding how age influences employee work engagement supports human capital management strategy within organizations. HR professionals can also use the findings to develop targeted employee engagement to leverage the dedication and talents of older employees.

scholarly journals Precursors and outcomes of work engagement among nursing professionals—a cross-sectional study

2020 ◽  
Author(s):  
Terje Slåtten ◽  
Gudbrand Lien
Keyword(s):  
Job Satisfaction ◽  
Organizational Culture ◽  
Quality Of Care ◽  
Work Engagement ◽  
Turnover Intention ◽  
Intention To Leave ◽  
Organizational Goals ◽  
Nursing Professionals ◽  
The Relationship

Abstract Background: Health services organizations must understand how best to lower nursing professionals’ turnover intentions, increase their job satisfaction and quality of care provided to patients. This study aims to examine whether work engagement, which refers to a positive fulfilling, work-related state of mind, is a significant predictor of the achievement of these preferred organizational goals. The study also aims to examine whether organizational culture and climate can manage the work engagement of nursing professionals and indirectly contribute to the accomplishment of the preferred organizational goals.Methods: The proposed conceptual model was tested in a quantitative study in which nursing professionals participated. The data were analyzed using confirmatory factor analysis and structural equation modeling in Stata.Results: The three key findings from this study were: i) work engagement of nursing professionals was found to be positively related to service quality of care (b = 0.551) and job satisfaction (b = 0.883). Job satisfaction fully mediates the relationship between work engagement and turnover intention and in itself explains almost 60% (R2 = 0.59) of turnover intention (which refers to the intention to leave a job on a personal/workers level), ii) nursing professionals’ perception of organizational culture (b = 0.278) and collaboration climate (b = 0.331) were both directly related to their work engagement, iii) work engagement fully mediates the relationship between organizational culture, organizational climate and service quality of care and job satisfaction. Moreover, work engagement particularly mediates the relationship between collaborative climate and job satisfaction.Conclusions: The work engagement of nursing professionals is highly correlated, especially to their job satisfaction. Work engagement and intention to leave a job is (fully) mediated by job satisfaction. Employers should therefore focus on improving job satisfaction of nursing professionals. The work engagement of nursing professionals is a common key factor for improvements. Consequently, leaders and managers should continuously manage nursing professionals’ work engagement, focusing on such areas as organizational culture and climate because work engagement is a substantial driver to enable multiple desirable outcomes for hospital organizations.

scholarly journals Psychological empowerment, job insecurity and employee engagement

2010 ◽  
Vol 36 (1) ◽  
Author(s):  
Marius W. Stander ◽  
Sebastiaan Rothmann
Keyword(s):  
Employee Engagement ◽  
Psychological Empowerment ◽  
Survey Design ◽  
Job Insecurity ◽  
Self Determination ◽  
Three Dimensions ◽  
Measuring Instruments ◽  
Research Information ◽  
Correlational Design ◽  
Positive Individual

Orientation: The psychological empowerment of employees might affect their engagement. However, psychological empowerment and employee engagement might also be influenced by job insecurity.Research purposes: The objective of this study was to examine the relationship between psychological empowerment, job insecurity and employee engagement.Motivation for the study: Employee engagement results in positive individual and organisational outcomes and research information about the antecedents will provide valuable information for the purposes of diagnosis and intervention.Research design, approach and method: A correlational design was used. Survey design was conducted among 442 employees in a government and a manufacturing organisation. The measuring instruments included the Psychological Empowerment Questionnaire, the Job Insecurity Inventory, and the Utrecht Work Engagement Scale.Main findings: Statistically significant relationships were found between psychological empowerment, job insecurity and employee engagement. A multivariate analysis of variance showed that affective job insecurity had a main effect on three dimensions of psychological empowerment (viz. competence, meaning and impact) and on employee engagement. Affective job insecurity moderated the effect of psychological empowerment on employee engagement.Practical implications: The implication of the results is that interventions that focus on the psychological empowerment of employees (viz. meaningfulness, competence, self-determination and impact) will contribute to the engagement (vigour, dedication and absorption) of employees. If job insecurity is high, it is crucial to attend to the psychological empowerment of employees.Contribution: This study contributes to knowledge about the conditions that precede employee engagement, and shows that the dimensions of psychological empowerment (namely experienced meaningfulness, competence, impact and self-determination) play an important role in this regard.

scholarly journals Nurses’ perception of psychological empowerment and its relationship to work engagement and job insecurity

2018 ◽  
Vol 8 (9) ◽  
pp. 36
Author(s):  
Ebtsam Aly Abou Hashish ◽  
Neveen Hassan Abdel All ◽  
Amal Awad Mousa
Keyword(s):  
Organizational Performance ◽  
Work Engagement ◽  
Nurse Managers ◽  
Psychological Empowerment ◽  
Job Insecurity ◽  
Job Security ◽  
Convenience Sample ◽  
Utrecht Work Engagement Scale ◽  
Hospital Managers ◽  
Correlational Research

Background and objective: Psychological empowerment and work engagement are vital factors to consider when managing changes in workplace and enhancing both individual and overall organizational performance and increasing nurses’ job security. This study aimed to explore how nurses perceive their psychological empowerment, work engagement, and job insecurity. Further, to investigate whether nurses’ perception of psychological empowerment is related to their work engagement and job insecurity.Methods: A descriptive correlational research design was conducted using a convenience sample of nurses (N = 400) working in Damanhur educational hospital, Egypt. Psychological Empowerment Questionnaire, Utrecht Work Engagement Scale, and Job Insecurity Inventory proved valid and reliable to measure study variables.Results: The present study revealed that nurses experienced high psychological empowerment and work engagement and perceive a lower level of job insecurity. A significant positive correlation was found between nurses’ perception of psychological empowerment and their work engagement. On the contrary, Job Insecurity was negatively correlated with each of psychological empowerment and work engagement (p < .001). In addition, psychological empowerment and work engagement can significantly predict 6.6%, and 9.3% of job insecurity respectively where the regression model is significant (p < .001).Conclusions: Nurses perceived their work environment as empowering and their work as challenging and stimulating, rending their competence, so they psychologically attached to and engaged in work and feel less job insecurity. Recommendations: Creating an atmosphere of trust and empowering nurses psychologically is inevitable. Hospital managers can adopt strategies that facilitate nurses’ engagement and reduce the levels of job insecurity. Positive empowering work climate, social support, and nurse managers leadership styles are factors that foster work engagement and job security.

scholarly journals Burnout Moderation: Job Insecurity and Turnover Intention

2013 ◽  
pp. 573-583
Author(s):  
Nur Laily ◽  
Nanis Setyorini ◽  
Rika Rahayu ◽  
Widhi Ariestianti Rochdianingrum ◽  
Marsudi Lestariningsih
Keyword(s):  
Turnover Intention ◽  
Turnover Intentions ◽  
Job Insecurity ◽  
Critical Phenomenon ◽  
Intention To Leave ◽  
Job Security ◽  
Partial Least Square ◽  
Least Square ◽  
Private Hospitals ◽  
Alternative Employment

Unsettled status leads employees to have desires to change their jobs. In the context of organisations, higher turnover intention has been a critical phenomenon, since further problems arise from it in companies. Therefore, this study aims to investigate the effects of job security on turnover intention with burnout as the mediator. This is causality research. The population consists of nurses of private hospitals in Surabaya, Indonesia. The respondents are 202 nurses. The data in this study was primarily obtained using questionnaires. The data was analysed using Partial Least Square (PLS) and Sobel tests to determine the indirect effects. This study indicates that job insecurity affects turnover intention, job burnout, and burnout affected turnover intensions. A Sobel test determined that burnout could mediate the effect of job security on turnover intentions. The employees who experienced job insecurity tended to have higher levels of intention to leave the organisation. Moreover, burnout was found to be a mediating variable between job insecurity and intention to quit. Hence, increasing job insecurity encouraged higher levels of employee burnout, and subsequently increased the intention to find alternative employment.

scholarly journals Hubungan Antara Keterikatan Kerja dengan Intensi Keluar Kerja pada Karyawan Swalayan di Banda Aceh

2018 ◽  
Vol 6 (1) ◽  
pp. 1-10 ◽  
Author(s):  
Risana Rachmatan ◽  
Sella Kubatini
Keyword(s):  
Work Engagement ◽  
Turnover Intention ◽  
Negative Relationship ◽  
Department Store ◽  
High Turnover ◽  
Utrecht Work Engagement Scale ◽  
Contract Employees ◽  
Effectiveness And Efficiency ◽  
The Relationship ◽  
Banda Aceh

The existence of employees have an important role in determining the company’s effectiveness and efficiency level, therefore, the company must realize the importance of human resources, in order to a few employees who want to resign (turnover). Before resign, the employees will wolk on some cognitive process that called intention. One of the factors that can be decrease turnover intention is work engagement. This study aimed to determine the relationship between work engagement with employee’s turnover intention at Department Store X in Banda Aceh. This study was conducted of 54 contract employees at Department Store X in Banda.. Data were collected by using a scale adaptation of Utrecht Work Engagement Scale (UWES) and Turnover Intention Scale (TIS). Collected data were analyzed using Pearson Product-Moment Correlation which showing correlation coefficient (r) of -0.695 with p = 0.000 (p 0.05). The result showed that there is a negative relationship between work engagement with turnover intention. It means, if the work engagement of employees is high, turnover intention or otherwise will be lower. The results also showed that the majority of the level of work engagement on contract employees at Department store X Banda Aceh include into the average category (61.11%) and turnover intention are in the low category (31.48%).

scholarly journals Transformational behaviors: Increasing work engagement in multinational environments

2021 ◽  
Vol 19 (2) ◽  
pp. 519-527
Author(s):  
Marc Valldeneu ◽  
Xavier Ferràs ◽  
Elisenda Tarrats-Pons
Keyword(s):  
Transformational Leadership ◽  
Leadership Styles ◽  
Employee Engagement ◽  
Work Engagement ◽  
Multinational Companies ◽  
Utrecht Work Engagement Scale ◽  
Extra Effort ◽  
The Relationship ◽  
Collective Engagement

The role of a leader is fundamental to increase organizational culture and facilitate employee engagement. However, organizations are not providing clear guidance on how to do it. This study aims to determine the relationship between leadership styles and employee engagement as well as to understand whether there is a correlation between an engaged employee and extra effort. The study uses a Multi-Leadership Questionnaire (MLQ-5x Rater Form) to measure employee perception of the leader styles and Utrecht Work Engagement Scale (UWES-17) to determine employee engagement. The scope of the study is limited to a sample of 167 employees from 7 different multinational companies and 31 different nationalities.Results show that all the transformational behaviors and, concretely the idealized behavior, are significantly positively related to work engagement in multinational environments. Results also reveal a strong correlation between employee engagement and extra effort. The study concludes that leaders or managers should use transformational behaviors if they want to increase engagement and extra effort with their teams. They should increase transformational behaviors like being transparent, consistent, and having a strong sense of purpose to catalyze a collective engagement. These results expand previous studies of transformational leadership and work engagement in multinational environments.

The Relationship between Occupational Stress, Employee Engagement and Turnover Intention

2016 ◽  
Author(s):  
Shahrul Nizam bin Salahudin ◽  
Mohd Nur Ruzainy bin Alwi ◽  
Siti Sarah binti Baharuddin ◽  
Yuyaneswary Santhasaran ◽  
Vishalni Balasubramaniam
Keyword(s):  
Occupational Stress ◽  
Employee Engagement ◽  
Turnover Intention ◽  
The Relationship

INTERVENSI PELATIHAN PENILAIAN KINERJA PADA ATASAN UNTUK MENINGKATKAN PERCEIVED ORGANIZATIONAL SUPPORT & EMPLOYEE ENGAGEMENT

2017 ◽  
Vol 2 (2) ◽  
pp. 1-8
Author(s):  
Holy Greata
Keyword(s):  
Performance Appraisal ◽  
Employee Engagement ◽  
Study Design ◽  
Work Engagement ◽  
Organizational Support ◽  
Perceived Organizational Support ◽  
Paired Sample ◽  
Utrecht Work Engagement Scale ◽  
Before And After ◽  
Before And After Study

This study aims to look at the effectiveness of performance appraisal training programs to improve perceived organizational support and employee engagement among employees at YPTK educational institutions. This research uses a quantitative approach, with the before-and-after study design research design. The strength of this program is the ability to measure the impact of an intervention. Measuring devices perceived organizational support is an adaptation of the survey of perceived organizational support, while measuring instruments employee engagement is an adaptation of the Utrecht work engagement scale. The results of this study indicate the influence of perceived organizational support on employee engagement of 0.168 (p = 0.016 significant at l.o.s 0.05). Paired sample t-test results showed significant differences in perceived organizational support and employee engagement scores before and after the training and outreach of performance appraisal. Keywords: Perceived Organizational Suppor; Employee Engagement, Performance assessment   Penelitian ini bertujuan melihat efektifitas program pelatihan penilaian kinerja untuk meningkatkan perceived organizational support dan employee engagement pada karyawan di lembaga pendidikan YPTK. Penelitian ini menggunakan pendekatan kuantitatif, dengan design penelitian the before-and-after study design. Kelebihan dari program ini adalah kemampuan untuk mengukur dampak dari sebuah intervensi. Alat ukur perceived organizational support merupakan adaptasi dari survey of perceived organizational support, sedangkan alat ukur employee engagement merupakan adaptasi dari Utrecht work engagement scale. Hasil penelitian ini menunjukkan adanya pengaruh perceived organizational support terhadap employee engagement sebesar 0.168 (p=0.016 signifikan pada l.o.s 0.05). Hasil uji paired sample t-test menunjukkan adanya perbedaan skor perceived organizational support dan employee engagement yang signifikan sebelum dan sesudah dilakukan pelatihan dan sosialisasi penilaian kinerja.   Kata Kunci: Perceived Organizational Suppor; Employee Engagement, Penilaian Kinerja.

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