scholarly journals The Influence of Employee Recognition on Employee Engagement: The Moderating Role of Salary Satisfaction

2021 ◽  
Vol 11 (3) ◽  
Author(s):  
Esther Mensema Ewool ◽  
Samuel Awuni Azinga ◽  
Naail Mohammed Kamil
Keyword(s):  
Employee Engagement ◽  
Employee Recognition ◽  
Salary Satisfaction ◽  
Moderating Role

Exploring the relationship between employee engagement and its antecedents: the moderating role of smartphone use

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Sheng-Wei Lin ◽  
Yuan-Hung Liu ◽  
Eugenia Y. Huang
Keyword(s):  
Organizational Communication ◽  
Employee Engagement ◽  
Online Survey ◽  
Negative Impact ◽  
Equation Modeling ◽  
Indicator Method ◽  
Content Type ◽  
Smartphone Use ◽  
Moderating Role

PurposeThis study empirically verified employee engagement (EE) as an outcome of organizational communication and confirmed that the formation of EE is strengthened when smartphone use (SU) is at a higher level.Design/methodology/approachA quantitative approach was used in this research, whereby 408 valid samples were collected with an online survey. The hypotheses of direct effects were tested using the structural equation modeling (SEM) procedure, and the moderating effects were tested using the unconstrained product indicator method and the PROCESS macro.FindingsThe results showed that EE was significantly influenced by person–organizationvalue fit (POVF), transformational leadership (TFL) and job autonomy (JA), and the effects of POVF and TFL were moderated significantly by SU. Although the influence of social support (SS) on EE was insignificant in the full model, SU moderated the effect of SS. The evidence also showed that work–family conflict (WFC) had no negative impact on EE.Research limitations/implicationsThe participants of this study were restricted to a local area.Practical implicationsOrganizations should develop job designs via two-way communication to bring up EE and SU can facilitate the process.Originality/valuePrevious research has identified EE as an outcome of organizational communication, but this concept has not yet been empirically verified. This research provides evidence to verify the above-mentioned concept and additionally confirms the moderating role of SU.

Moderating role of employee engagement on conflict–politics relationship

2019 ◽  
Vol 26 (6) ◽  
pp. 1781-1798 ◽  
Author(s):  
Poonam Mishra ◽  
Amitabh Deo Kodwani
Keyword(s):  
Employee Engagement ◽  
Negative Relationship ◽  
Intention To Leave ◽  
Self Report ◽  
Relationship Conflict ◽  
Content Type ◽  
The Relationship ◽  
Moderating Role ◽  
Openness To Diversity

Purpose The purpose of this paper is to explore the relationship between relationship conflict and the perception of organization politics (POP) and the moderating role of employee engagement. The study hypothesizes that the conflict results in the presence of POP only for those employees who are relatively less engaged with the organization. The paper further explores the mediating role of perceived politics between the relationship conflict and job-related outcome variables including openness to diversity, turnover intent and perception of justice. In sum, the authors contend that employee engagement will act as a moderator between relationship conflict and POP, and POP further will act as a mediator between relationship conflict and its job-related outcomes. Design/methodology/approach A descriptive study was carried on to conduct this research. Data were collected at two different points of time from the employees of two public sector undertakings (n=206). About 80 questionnaires were not returned by the respondents, reducing the sample size to be 126. Of these, 115 were usable, resulting in a 55.83 percent response rate. SEM was employed to test the hypotheses with the help of Smart PLS 3.0. A two-step process was followed to test the hypothesized model. Testing the significance of proposed relationships in the structural model was followed by the evaluation of the measurement model. Findings The results of the study highlighted a positive association between the relationship conflict and POP. A moderating effect of employee engagement on relationship conflict and perceived organizational politics (POP) was observed. Further, POP was found to have a positive relationship with the intention to leave and a negative relationship with openness to diversity and perception of justice was observed. POP mediated the relationship between relationship conflict with the intention to leave and the perception of justice. Research limitations/implications The very first limitation of the present study is its cross-sectional design. Since the data were gathered from the same respondents, the causal relationships between variables are subject to biases (Bobko and Stone-Romero, 1998). Further, the data were gathered with the help of self-report questionnaires, and the findings of this study might have been influenced by the social desirability response bias (Podsakoff et al., 2003). Hence, future work should focus on using a combination of sources for data collection. This study also proposes a possible role of emotional intelligence in employee engagement and their POP, which can be tested in future studies. Practical implications The study suggests that relationship conflict leads to POP, which eventually results in adverse job-related outcomes. In order to control the negative effects of politics perception, organizations should undertake conflict prevention and conflict management techniques. To further reduce the level of POP, organizations shall take steps to better engage their employees because even when the level of relationship conflict is high, people perceive less politics if they are highly engaged with the organization. Originality/value The study is an original work carried out to understand the relationship between relationship conflict and the POP, and the moderating role of employee engagement.

scholarly journals PERSON-ORGANIZATION FIT DAN EMPLOYEE ENGAGEMENT: PERAN MODERASI EFFORT REWARD IMBALANCE

2018 ◽  
Vol 7 (2) ◽  
pp. 92-97
Author(s):  
Ade Purnamasari ◽  
Alice Salendu
Keyword(s):  
Employee Engagement ◽  
Quantitative Method ◽  
Online Survey ◽  
High School Degree ◽  
Effort Reward Imbalance ◽  
Reward Imbalance ◽  
Person Organization Fit ◽  
The Relationship ◽  
Moderating Role

The present study is aimed at examining the moderating role of effort-reward imbalance (ERI) in the relationship between person-organization fit (PO-Fit) and employee engagement (n = 115). Specifically, this study proposed that a higher ratio in ERI leads the employee to decrease their engagement even when they feel compatible with the organization. Sampling was done through accidental method to employee minimum having high school degree and at least work 1 year in the same organization. A quantitative method was employed and data was collected through an online survey. The study used the ERI Scale constructed by Siegrist, P-O fit Scale constructed by Lee and Wu. Meanwhile, employee engagement scale was develop based on Shuck et al. theories. Testing for moderation effects is done by using Process v2.16.3 tools from Andrew F. Hayes model 1. The results show that ERI negatively moderates the relationship, such that the relationship between person-organization fit and employee engagement is decreasing when employee feel imbalance with the effort they give and reward they receive.

Employee satisfaction, employee engagement and turnover intention: The moderating role of position level

2021 ◽  
pp. 1-16
Author(s):  
Decheng Wen ◽  
Dongwei Yan ◽  
Xiaojing Sun
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Employee Engagement ◽  
Human Resource ◽  
Turnover Intention ◽  
Employee Satisfaction ◽  
Pay Satisfaction ◽  
The Relationship ◽  
Moderating Role

BACKGROUND: Employee satisfaction, employee engagement and turnover intention have always been hot issues in the study of sustainable human resource management. Understanding the relationship among the three is critical for both researchers and human resource practitioners. OBJECTIVE: This study aims to distinguish the effects of employee satisfaction on employee engagement and turnover intentions, and explore the mediating roles of employee engagement and the moderating effects of position level. METHODS: Structural equation modelling and questionnaire. RESULTS: Pay satisfaction, satisfaction with supervisor, satisfaction with work itself, and satisfaction with promotion have positive impacts on employee engagement significantly. Pay satisfaction, satisfaction with supervisor, satisfaction with promotion, satisfaction with co-workers have negative impacts on turnover intention. Employee engagement have a negative impact on turnover intention. Employee engagement partially mediates the relationships between satisfaction with supervisor and turnover intention as well as satisfaction with promotion and turnover iIntention. The moderating roles of position level between satisfaction with supervisor, satisfaction with co-workers and turnover intention have been supported by data. CONCLUSIONS: This paper validates the relationship among employee satisfaction, employee engagement and turnover intention, and the moderating role of position level systematically. Some suggestions are provided for practitioners in the area of human resource management.

Employee engagement, creativity and task performance: role of perceived workplace autonomy

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Subash Chandra Pattnaik ◽  
Rashmita Sahoo
Keyword(s):  
Task Performance ◽  
Employee Engagement ◽  
Mediating Effect ◽  
Bottom Line ◽  
Content Type ◽  
Development Organization ◽  
The Relationship ◽  
Moderating Role ◽  
And Task

PurposeThe purpose of this study is to examine the mediating effect of creativity in the relationship between employee engagement and task performance and the moderating role of perceived workplace autonomy in the relationship between employee engagement and creativity through a moderated mediation analysis.Design/methodology/approachThe study used a quantitative research method. The sample for the study consisted of 396 employees and their clients in an Indian software development organization. Statistical analysis of the data was conducted using confirmatory factor analysis, Sobel test and Hayes' PROCESS for Model 1.FindingsFindings of the study indicated that creativity of employees partially mediate the relationship between employee engagement and their task performance and perceived workplace autonomy moderates the relationship between employee engagement and creativity.Practical implicationsManagers may use findings of the study to harness creativity of their employees by providing an autonomous workplace environment to improve their task performance so as to contribute to the bottom line of the organization.Originality/valueThe study contributes to the literature by examining the mediating effect of creativity in the relationship between employee engagement and task performance, especially in a non-Western context and the moderating role played by perceived workplace autonomy using componential and broaden-and-build theories.

scholarly journals The Impact of Employee Engagement on Job Insecurity by Moderating Role of Psychological Empowerment to Enhance Corporate Performance

2019 ◽  
Vol 10 (4) ◽  
pp. 72-88
Author(s):  
Mubshara Hassan Ramey ◽  
Muhammad Jawad ◽  
Munazza Naz ◽  
Ayşe Küçük Yılmaz ◽  
Ebru Yazgan
Keyword(s):  
Employee Engagement ◽  
Survey Methodology ◽  
Oil And Gas ◽  
Psychological Empowerment ◽  
Job Insecurity ◽  
Pearson Correlation ◽  
Research Field ◽  
The Impact ◽  
Moderating Role

Human resources have had a strategic role in both sustainable and competitive business since it is inimitable element of business. The purpose of this research is to investigation the impact of employee engagement (independent variable) on job insecurity (dependent variable) and then moderating role of psychological empowerment of employees in oil and gas sector. These variables have the key significance for their employees and betterment of the organizations. It is a qualitative research, field study through survey methodology, 100 employees of 11 multinational oil and gas companies participated in the study from Pakistan. Cronbach alpha, Pearson correlation coefficient and hierarchal regression were used for various analyzes of this study. The findings of the research revealed that employee engagement is significant for reducing feelings of insecurity in a job, meanwhile if they are empowered psychologically, their commitment and loyalty is increased many times. Findings of this study will provide the insight to the benefits, challenges and issues related with it.

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