scholarly journals Mediating Role of Work Engagement in The Relationship between Human Resource Practices and Employee Competence in Nigerian Basic Education System: Building A Conceptual Framework

2020 ◽  
Vol 10 (12) ◽  
Author(s):  
Isah Sani ◽  
Rashidah Binti Mohammad Ibrahim
Keyword(s):  
Conceptual Framework ◽  
Human Resource ◽  
Work Engagement ◽  
Education System ◽  
Basic Education ◽  
Mediating Role ◽  
System Building ◽  
The Relationship ◽  
Basic Education System

Organizational identification and employees’ innovative behavior: the mediating role of work engagement and the moderating role of creative self-efficacy

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Guangning Zhang ◽  
Yingmei Wang
Keyword(s):  
Work Engagement ◽  
Organizational Identification ◽  
Self Efficacy ◽  
Innovative Behavior ◽  
Content Type ◽  
Mediating Role ◽  
Creative Self ◽  
The Relationship ◽  
Moderating Role

Purpose This study aims to investigate the effect of organizational identification to employees’ innovative behavior, the mediating role of work engagement and the moderating role of creative self-efficacy in the relationship between organizational identification and employees’ innovative behavior. Design/methodology/approach This study adopted questionnaires to gather data. The sample of 289 employees working in diverse organizations in China was applied to examine the hypotheses. Findings The results indicates that organizational identification is positively related to employees’ innovative behavior and work engagement mediates the relationship between organizational identification and employees’ innovative behavior. In addition, creative self-efficacy enhances the relationship of work engagement and employees’ innovative behavior. Originality/value This study builds a system from psychological aspect to behavior, which includes the effect of individual cognition to explain the mechanism of organizational identification on employees’ innovative behavior.

Leader positive humor and employee creativity: The mediating role of work engagement

2021 ◽  
Vol 49 (7) ◽  
pp. 1-8
Author(s):  
Guodong Yang
Keyword(s):  
Structural Equation Modeling ◽  
Work Engagement ◽  
Structural Equation ◽  
Equation Modeling ◽  
Employee Creativity ◽  
Mediating Role ◽  
And Behavior ◽  
The Relationship ◽  
Positive Effect

Leader humor plays an important role in organizations because it affects employees' attitude and behavior. The positive effect of humor in organizations has been widely touted; however, research on the effect of leader humor on employee creativity is still rare. This study addressed how leader positive humor affects employee creativity and whether work engagement mediates this relationship. Data were collected from 233 supervisor–subordinate dyads in 23 Chinese hightech companies. Results of structural equation modeling indicate that leader positive humor was positively related to work engagement, and that work engagement was positively related to employee creativity. Additionally, work engagement mediated the relationship between leader positive humor and employee creativity. Thus, organizations should encourage managers to use positive humor to enhance employees' engagement at work, which will, in turn, lead to creative outcomes. This research extends understanding of the leader positive humor–employee creativity relationship.

Does work engagement mediate the perceived career support- and career adaptability- work performance relationship?

2019 ◽  
Vol 12 (2) ◽  
pp. 310-327 ◽  
Author(s):  
Manish Gupta
Keyword(s):  
Work Engagement ◽  
Work Performance ◽  
Career Adaptability ◽  
Career Support ◽  
Content Type ◽  
Mediating Role ◽  
Positive Effects ◽  
Relationship Of ◽  
The Relationship

Purpose The purpose of this paper is to examine the mediating role of work engagement between the relationship of perceived career support and work performance as well as between the relationship of career adaptability and work performance. Design/methodology/approach Data were collected form 606 i-generation liquid knowledge workers. They had completed their internship program in the industry for a period of at least one month. Regression analysis was carried out to test the hypothesized framework. Findings Most of the results indicated support for the hypotheses. Work engagement was found to be mediating the perceived career support and work performance relationship fully. However, work engagement was found to be mediating the career adaptability and work performance relationship only partially. Research limitations/implications Engaging liquid workers plays a crucial role in passing the positive effects of perceived career support and career adaptability to work performance. Practical implications The findings suggest that managers may take steps to enhance engagement levels of the employees so that it can help the interns high on perceived career support and career adaptability perform well at work. Originality/value To the best of the authors’ knowledge, this study is unique that tests and finds the intervening role of work engagement between work performance and the two career-related constructs.

scholarly journals Gaining engaged people to succeed Sustainable Development Goals (SDGs)

2018 ◽  
Vol 74 ◽  
pp. 08017
Author(s):  
Novita Hidayati ◽  
Arum Etikariena
Keyword(s):  
Work Engagement ◽  
Quantitative Research ◽  
Psychological Empowerment ◽  
Team Cohesion ◽  
Mediating Role ◽  
Development Goals ◽  
Relationship Of ◽  
The Relationship ◽  
Analyze Data

This research aims to determine the effect of team cohesion on work engagement with the mediating role of psychological empowerment. JD-R model is used to explain the phenomenon. We learn about how people who are engaged in ongoing working in team give an impact on people work engagement. Based on quantitative research from 557 participants from Indonesian military forces that were temporarily placed to carry out peace missions on conflict countries. By using Process to analyze data, we found that psychological empowerment partially mediate the relationship of team cohesion on work engagement (path a: Coeff = .29, SE = .04, p < .01, 95%CL .22 to .37; path b: Coeff = .23, SE = .03, p < .01, 95%CL .17 to .30; path c’, Coeff = .10, SE = .03, p < .01, 95%CL .04 to .17).

scholarly journals Human Resource Practices, Eudaimonic Well-Being, and Creative Performance: The Mediating Role of Idiosyncratic Deals for Sustainable Human Resource Management

2019 ◽  
Vol 11 (24) ◽  
pp. 6933
Author(s):  
Esther Villajos ◽  
Núria Tordera ◽  
José M. Peiró
Keyword(s):  
Human Resource Management ◽  
Human Resource ◽  
Well Being ◽  
Creative Performance ◽  
Idiosyncratic Deals ◽  
Mediating Role ◽  
Hr Practices ◽  
The Relationship

Traditional Human Resource Management (HRM) focusing on maintaining the status quo is no longer in the spotlight. Sustainable HRM has become the new approach, emphasizing the need to attend to organizational results directed toward reaching different goals and integrating the needs of diverse stakeholders. Moreover, in response to the challenges that organizations face in volatile, uncertain, complex, and ambiguous (VUCA) environments, Human Resource (HR) practices can contribute to the development of idiosyncratic deals (negotiation of individual HR practices) that might facilitate employees’ creativity and eudaimonic well-being in the long term and, thus, the sustainability of these organizations. Thus, the aim of this study is to test the mediating role of idiosyncratic deals (i-deals) in the unfolding relationship between HR practices, eudaimonic well-being and creative performance. Using a longitudinal database (three waves), the hypotheses are tested using structural equations modeling. The results support the idea that HR practices function as an antecedent for i-deals. More specifically, i-deals fully mediate the relationship between HR practices and eudaimonic well-being. In turn, i-deals and eudaimonic well-being fully mediate the relationship between HR practices and creative performance, which suggests that, through i-deals, HR practices become more beneficial for both employees and employers. In conclusion, these results are important for sustainable HR development, because HR practices enhance i-deals, which increase well-being, enhancing performance in the long term.

Can Engaged and Positive Employees Delight Customers?

2017 ◽  
Vol 20 (1) ◽  
pp. 103-122 ◽  
Author(s):  
Musarrat Shaheen ◽  
Farrah Zeba ◽  
Pankaj Kumar Mohanty
Keyword(s):  
Health Care ◽  
Human Resource Development ◽  
Human Resource ◽  
Work Engagement ◽  
Health Care Sector ◽  
Work Behavior ◽  
Customer Delight ◽  
Relationship Of ◽  
The Relationship

The Problem Although there have been a plethora of studies on the determinants of customer delight in marketing literature, less attention has been given to understand the role of employees’ work engagement and psychological capital (PsyCap) in satisfying and delighting customers. The objective of the present study is threefold—the first is to examine how engaged employees are positive and efficacious; the second is to investigate how engaged, positive, and efficacious employees delight patients specifically in the health care sector; and the third is to examine how the relationship between employees’ positive PsyCap and customer delight is mediated by beneficiary contact, which is the perception of employees about the meaningful impact of their efforts on their patients. The Solution Previous studies have shown that employees who are absorbed, dedicated, and immersed in their work are more confident and positive at their workplace. Engaged, positive, and confident employees not only keep themselves but also their customers happy and positive through their optimistic outlook and efficacious work behavior. Responses are collected from 200 employees and their 200 patients from different hospitals of India. Hierarchical regression analysis shows a significant and positive relationship between work engagement, PsyCap, and customer delight. Work engagement is found to predict PsyCap and customer delight. Beneficiary contact is found to mediate between the relationship of PsyCap and customer delight. The originality of the article lies in its interdisciplinary approach to understand how engaged and dedicated employees keep themselves and their patients positive and delighted. The Stakeholders This study is of relevance to human resource development (HRD) professionals, customer relationship managers of the health care sector, and also academicians belonging to the disciplines of marketing and human resource management. The findings of this study would help them understand how engaged employees lead to employees’ positive PsyCap and customer delight. Furthermore, they will also understand the vital role of the interface between employees and customers, as beneficiary contact mediates the relationship of employees’ PsyCap and customer delight.

Intrapreneurship to engage employees: role of psychological capital

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Jatin Pandey ◽  
Manish Gupta ◽  
Yusuf Hassan
Keyword(s):  
Work Engagement ◽  
Structural Equation ◽  
Online Survey ◽  
Psychological Capital ◽  
Business Environment ◽  
Content Type ◽  
Mediating Role ◽  
Survey Responses ◽  
The Relationship

PurposeIntrapreneurship is gaining traction in organizations to buckle up for the dynamic business environment. Scholars have argued that intrapreneurship increases positivity at work and helps employees attach themselves better with their job. However, empirical evidence suggests that these relationships do not exist. The objective of this paper is to examine the mediating role of psychological capital (PsyCap) in the relationship between intrapreneurship and work engagement.Design/methodology/approachData were collected through an online survey. Responses from 309 employees working in different industries in India were analysed. Structural equation modelling (SEM) was used to analyse the hypothesized relationships.FindingsThe results show that there exist positive relationships among intrapreneurship, psychological capital (PsyCap) and work engagement. Further, it was observed that the PsyCap partially mediates the relationship between intrapreneurship and work engagement.Practical implicationsManagers may not only encourage intrapreneurial behaviour in their organizations but also ensure that the employees are psychologically capable (high on PsyCap). It would enable the employees to engage themselves wholeheartedly into their work.Originality/valueTo the best of the authors' knowledge, this study is one of its kinds to relate intrapreneurship with PsyCap and work engagement.

Left out of the office “tribe”: the influence of workplace ostracism on employee work engagement

2020 ◽  
Vol 32 (8) ◽  
pp. 2717-2735
Author(s):  
Kavitha Haldorai ◽  
Woo Gon Kim ◽  
Kullada Phetvaroon ◽  
Jun (Justin) Li
Keyword(s):  
Work Engagement ◽  
Work Motivation ◽  
Workplace Harassment ◽  
Content Type ◽  
Mediating Role ◽  
Workplace Ostracism ◽  
Negative Effect ◽  
Employee Work Engagement ◽  
The Relationship

Purpose The purpose of this paper is to investigate how workplace ostracism influences employee work engagement. It further examines the mediating role of workplace belongingness and moderating role of intrinsic work motivation. Design/methodology/approach Data was collected from 402 hotel employees from Thailand. A second stage moderated-mediation is used to test the relationship between workplace ostracism and employee work engagement. Findings Workplace ostracism negatively impacts employee work engagement and workplace belongingness mediates this relationship. The negative effect of workplace ostracism on employee work engagement through workplace belongingness is stronger for employees high on intrinsic motivation. Practical implications Hotel firms should make social connection an organization-wide strategic priority. They can include workplace ostracism as workplace harassment in their policy. Originality/value Besides contributing to the nascent literature on workplace ostracism in the hospitality industry, the present study extends research on workplace ostracism by empirically testing the relationship between workplace ostracism and employee work engagement. By using workplace belongingness as a mediator, a better understanding is provided regarding “why” workplace ostracism relates to employee work engagement. By introducing intrinsic work motivation as a moderator, scholars can gain a better understanding in regard to “whom” workplace ostracism negatively relates to employee work engagement.

scholarly journals How does self-regulation of emotions impact employee work engagement: The mediating role of social resources

2014 ◽  
Vol 20 (4) ◽  
pp. 508-525 ◽  
Author(s):  
Dave Bouckenooghe ◽  
Usman Raja ◽  
Muhammad Abbas
Keyword(s):  
Work Engagement ◽  
Self Regulation ◽  
Social Resources ◽  
Conservation Of Resources ◽  
It Professionals ◽  
Personal Resource ◽  
Mediating Role ◽  
Employee Work Engagement ◽  
The Relationship

AbstractDrawing upon the Conservation of Resources Theory, we investigated the hitherto unexplored role of ‘social resources’ (i.e., trust in supervisor and social interaction) in mediating the relationship between ‘self-regulation of emotions’ (i.e., a personal resource) and work engagement. The data were collected from 296 IT professionals at four well-established IT firms in Ukraine. As we hypothesized, self-regulation of emotions positively affected work engagement, yet this effect partially disappeared when controlling for the role of social resources. Together, these findings illustrate the dynamic role of an individual's personal and social resources in fostering work engagement.

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