scholarly journals How Person-Supervisor Fit Influence the Work Engagement of New Hires?

2021 ◽  
Vol 8 (9) ◽  
pp. 125-130
Author(s):  
Yuanyuan Wang ◽  
Keyword(s):  
Work Engagement ◽  
Positive Impact ◽  
Cluster Sampling ◽  
Mediation Model ◽  
Job Fit ◽  
Mediating Role ◽  
Influencing Mechanism ◽  
Person Organization Fit ◽  
New Hires

For new hires, receiving support from their supervisor is critical for familiarizing themselves with their job and engaging it as soon as possible. The aim of this paper is to explore the influencing mechanism of person-supervisor fit(PSF) on the work engagement(WE) of new hires as well as the mediating role of person-organization fit(POF) and person-job fit(PJF). Five hundred new hires were selected through cluster sampling, and asked to fill out questionnaires measuring PSF, POF, PJF, and WE. In total, 486 questionnaires were valid. The study found that PSF positively influenced new hires’ WE. This positive impact was fully realized through the two mediation paths of POF and PJF. Therefore, a two-mediation model was established. PSF was highly important to the WE of new hires, but this effect was fully realized through the indirect paths of POF and PJF.

Promoting strategic performance through strategic orientation and strategic renewal

2019 ◽  
Vol 58 (2) ◽  
pp. 376-392 ◽  
Author(s):  
Hassan Ahmed Shah ◽  
Muhammad Yasir ◽  
Abdul Majid ◽  
Muhammad Yasir ◽  
Asad Javed
Keyword(s):  
Positive Impact ◽  
Moderated Mediation ◽  
Strategic Orientation ◽  
Mediation Model ◽  
Content Type ◽  
Strategic Performance ◽  
Strategic Renewal ◽  
Mediating Role ◽  
Moderated Mediation Model

Purpose The purpose of this paper is to explore the ways in which strategic orientation (SO) and strategic renewal (SR) could create the possibility for improving strategic performance (SP). The indirect effect of SO was also tested in this study. Furthermore, by using the moderated mediation model, the authors also investigated the moderating role of organizational ambidexterity (OA). Design/methodology/approach The results of this cross-sectional study are based on a survey conducted on 1,430 owner/managers of SMEs. To analyze the relationship among variables, this study used descriptive, correlation and hierarchical multiple regression approach. Findings Results revealed that SO positively affects SR and SP in SMEs. Furthermore, the mediating role of SR between the relationships of SO and SP was also confirmed. Moreover, OA strengthens the connection between SO, SR and SP. Practical implications The current study provides new insights for strategic planning and management by focusing on SO along with its different dimensions. Therefore, it provides new guidelines and a roadmap that would be helpful in achieving the objectives of SP. Originality/value The study makes significant contributions to the extant literature by adding new knowledge about the positive impact of SO on SP. Moreover, with the analysis of mediating role of SR in this relationship, the study has made significant addition to the existing literature on SP. Furthermore, moderated mediation model adds value to the existing body of knowledge.

scholarly journals Engaging Through Purpose: The Mediating Role of Person–Organizational Purpose Fit in the Relationship Between Perceived Organizational Purpose and Work Engagement

2021 ◽  
Vol 32 (2) ◽  
pp. 85-105
Author(s):  
Ramon van Ingen ◽  
Melanie De Ruiter ◽  
Pascale Peters ◽  
Bas Kodden ◽  
Henry Robben
Keyword(s):  
Work Engagement ◽  
Structural Equation ◽  
Service Organizations ◽  
Future Research ◽  
Cross Sectional ◽  
Mediating Role ◽  
Organizational Purpose ◽  
Person Organization Fit ◽  
The Relationship

Drawing from self-determination theory and person-organization fit theory, the present study contributes to the literature on organizational purpose by examining the relationship between perceived organizational purpose and work engagement and the mediating role of person-organizational purpose (P-OP) fit herein. Based on data from a cross-sectional quantitative study among 517 knowledge workers from five financial service organizations, we tested two possible psychological mechanisms underlying the direct and indirect relationships between perceived organizational purpose and work engagement. The results of our structural equation modelling confirmed the hypothesized indirect effect model in which perceived organizational purpose was positively associated with work engagement, both directly and indirectly via P-OP fit. These findings show that organizational purpose has the capacity to directly and indirectly foster work engagement. The study suggests avenues for future research in OB, strategic HRM, and marketing.

Impact of Increasing Social Resources on Work Engagement and Affective Organizational Commitment: The Mediating Role of Person–Job Fit

2021 ◽  
pp. 0258042X2110261
Author(s):  
Mimi Moulik ◽  
V. N. Giri
Keyword(s):  
Organizational Commitment ◽  
Human Resource Development ◽  
Work Engagement ◽  
Social Resources ◽  
Job Crafting ◽  
Job Fit ◽  
Psychological States ◽  
Mediating Role ◽  
Indian Industries

The association between job crafting and work engagement (WE) has not been much explored in the Indian context. To address this, the current study was undertaken on a group of knowledge workforce from Indian industries. Data were collected from 297 respondents that included junior-, mid- and senior-level employees. It was found that seeking social resources predicts WE as well as organizational commitment amongst the Indian knowledge workers via person–job fit. The study contributes to the literature by exploring the relationship between proactively seeking social resources that shape relationships at work and achieves WE, furthering organizational commitment. It helps reaffirm the independent nature of the job crafting dimension in a collectivistic society. Supervisors can cultivate proactive crafting in establishments to boost and promote an engaged workforce. Bearing in mind the inferences Human Resource Development (HRD) managers ought to make optimum use of human assets by nurturing constructive psychological states and leveraging individual proactivity at work. Limitations and future directions have been discussed.

Job resources, engagement, and proactivity: a moderated mediation model

2016 ◽  
Vol 31 (8) ◽  
pp. 1234-1250 ◽  
Author(s):  
Ceyda Maden-Eyiusta
Keyword(s):  
Positive Impact ◽  
Job Resources ◽  
Medium Size ◽  
Mediation Model ◽  
Job Fit ◽  
Content Type ◽  
Proactive Behaviors ◽  
Task Variety ◽  
Moderating Role

Purpose The purpose of this paper is to investigate the mediating impact of work engagement on the relationship between three developmental job resources (i.e. autonomy, task variety, and feedback) and proactive work behaviors. It also attempted to explore the moderating role of job fit (demands-abilities (D-A) fit and needs-supplies (N-S) fit) in the proposed model. Design/methodology/approach Data were collected from 225 employees in 20 small and medium-size enterprises in Istanbul, Turkey. Hypotheses were tested using hierarchical multiple regressions and hierarchical moderated regressions. Findings It was found that engagement mediated the relationships between job autonomy, task variety, and proactive behaviors. Results also revealed that the relationships between autonomy, task variety, and engagement were positive and significant only for the employees with low D-A fit while the positive impact of engagement on proactive behaviors existed only for those employees with high N-S fit. The conditional indirect impact of job resources on proactive behaviors was strongest when the D-A fit was low and the N-S fit was high while this effect was non-significant when the D-A fit was high and the N-S fit was (either) low or high. Research limitations/implications The generalizability of the findings is limited. Moreover, as the data are cross-sectional, it is not possible to derive causal inferences about the hypothesized relationships. Practical implications Organizations should provide their employees with more autonomy and task variety to enhance their engagement and proactivity. Moreover, organizations need to consider their employees’ level of job fit when they provide certain job resources. Originality/value This study tests the mediating role of engagement on the relationships between three developmental job resources and proactive behaviors. It also sheds light on the moderating role of job fit in the proposed mediation model.

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