No full-text available
To read the full-text of this research,
you can request a copy directly from the author.
Abstract
This study began with the premise that people can use varying degrees of their selves. physically. cognitively. and emotionally. in work role performances. which has implications for both their work and experi ences. Two qualitative. theory-generating studies of summer camp counselors and members of an architecture firm were conducted to explore the conditions at work in which people personally engage. or express and employ their personal selves. and disengage. or withdraw and defend their personal selves. This article describes and illustrates three psychological conditions-meaningfulness. safety. and availabil ity-and their individual and contextual sources. These psychological conditions are linked to existing theoretical concepts. and directions for future research are described. People occupy roles at work; they are the occupants of the houses that roles provide. These events are relatively well understood; researchers have focused on "role sending" and "receiving" (Katz & Kahn. 1978). role sets (Merton. 1957). role taking and socialization (Van Maanen. 1976), and on how people and their roles shape each other (Graen. 1976). Researchers have given less attention to how people occupy roles to varying degrees-to how fully they are psychologically present during particular moments of role performances. People can use varying degrees of their selves. physically, cognitively, and emotionally. in the roles they perform. even as they main tain the integrity of the boundaries between who they are and the roles they occupy. Presumably, the more people draw on their selves to perform their roles within those boundaries. the more stirring are their performances and the more content they are with the fit of the costumes they don. The research reported here was designed to generate a theoretical frame work within which to understand these "self-in-role" processes and to sug gest directions for future research. My specific concern was the moments in which people bring themselves into or remove themselves from particular task behaviors, My guiding assumption was that people are constantly bring ing in and leaving out various depths of their selves during the course of The guidance and support of David Berg, Richard Hackman, and Seymour Sarason in the research described here are gratefully acknowledged. I also greatly appreciated the personal engagements of this journal's two anonymous reviewers in their roles, as well as the comments on an earlier draft of Tim Hall, Kathy Kram, and Vicky Parker.
... Richard Finnegan (2018) described employee engagement as committed employees who make every effort each day to help their organizations succeed. The pioneer who first introduced and analyzed work engagement was William Kahn (1990). Kahn Specific to safety and availability, organizational predictions of successful employee engagement involve the relationship between an employee and the supervisor as well as the support received from coworkers. ...
... Supportive supervisors and coworkers can make employees feel safe. Supportive supervisors allow employees to learn from their failures and mistakes, providing employees with some control over their work (Kahn, 1990). Therefore, learning opportunities in organizations can also make an employee feel secure. ...
... The close association between employee engagement and Kahn's (1990) psychological conditions presents opportunities for human resource departments and supervisors to implement retention strategies such as stay interviews to improve common support among employees, team building, communal connectedness, and positive work culture from constructive feedback. ...
The impact of an aging population and nursing staff availability poses a significant challenge for senior living communities globally, leading to rapid hiring practices that compromise resident care in long-term care settings. This qualitative case study uses Finnegan's stay interview questions to explore motivators for resident care attendants (RCAs) in Louisiana assisted living communities, revealing a need for innovative retention strategies amidst evolving career opportunities in healthcare.
... It also enhances employee willingness to go the extra mile for organizations (Schaufeli 2012;Turner 2020a). Kahn (1990) further highlights the importance of engagement as the essential element for positive psychological conditions and well-being (Ivtzan et al. 2016). Engaged employees are cognitively, emotionally, and behaviorally engaged in their work roles with social intelligence and excellence (Goleman 2013). ...
... Psychological availability (Kahn 1990) Resilience Resilience is likely to be more prominent in mindful individuals since they tend to engage less in rumination and habitual worrying ). ...
... Meaningfulness (Kahn 1990) Social support (Padhy et al. 2021) The study results demonstrated a positive correlation between mindfulness and social support (Padhy et al. 2021). ...
This article investigates the currently limited multidisciplinary research front in emerging areas of mindfulness practice, employee well-being, and engagement. This evidence-based study aims to explore multifaceted mechanisms on how an organizational mindfulness development may affect well-being and engagement at multiple levels. This study employed a qualitative case study research design using Nvivo 12 software for a data analysis. The job demand–resource (JD-R) model was adopted as a theoretical framework. In-depth interview data were collected from diverse multi-stakeholders, including management and employees, in a Thai manufacturing company. Our findings uncover that the organizational mindfulness program can improve employee’s psychological capital, emotional intelligence, and perceived resources, and alleviate perceived demands. The result implies the importance of the mindfulness practice since it can support well-being and engagement at multiple levels, specifically from individual work and a collective team of colleagues, and toward enhanced organizational performance. Our proposed emergent model also advances the JD-R theoretical framework, by adding mindfulness and emotional intelligence as essential components to enhance engagements at three levels (i.e., work, team, and organizational engagement). Overall, the result critically provides the theoretical development and insightful managerial implications for professional and organizational development.
... According to Lai et al. (2020), in the current context, characterized by complexity and fast changes, leaders need their followers to invest all their energies to fulfill the requirements of their jobs. In the same line, several authors have highlighted the important role of the leader in developing and maintaining subordinate job engagement (e.g., Crawford et al., 2014;Ghadi et al., 2013;Kahn, 1990;Authors, 2018). Managers can inspire and motivate employees through their leadership, and this process influences the job engagement experience. ...
... Jobs that allow employees to perform a variety of tasks and use several skills, and endowed with task significance will lead to positive outcomes by generating greater meaningfulness. Based on this model, Kahn (1990) proposed that employees' perceptions of their job's characteristics can increase or decrease their job engagement. Of course, it is up to the employees to decide whether or not to channel all their energies into job performance (Kahn, 1990), but the leader helps create the necessary conditions, and influences their construction of reality. ...
... Based on this model, Kahn (1990) proposed that employees' perceptions of their job's characteristics can increase or decrease their job engagement. Of course, it is up to the employees to decide whether or not to channel all their energies into job performance (Kahn, 1990), but the leader helps create the necessary conditions, and influences their construction of reality. According to SIPM, leaders provide key cues that shape employees' perceptions of work situations and job characteristics (Salancik and Pfeffer, 1978). ...
Abstract
Purpose
The purpose of this study was to analyze, through a sequential model, the underlying mechanisms connecting transformational leadership with employee task performance. Specifically, it examined the causal chain of transformational leadership-job characteristics (task variety and task significance)-job engagement-task performance.
Design/methodology/approach
The hypotheses were tested on a sample of 320 employees and their supervisors from Spanish young technology and knowledge-intensive small and medium-sized enterprises (SMEs) using structural equations.
Findings
The results show that the effect of transformational leadership on task performance (assessed by supervisors) occurs sequentially via task significance and job engagement. Additionally, job engagement mediates the relationship between task variety and task performance.
Practical implications
Findings highlight the relevance for supervisors to employ a transformational leadership style that leads employees directly and indirectly, through task significance, to be more engaged and achieve higher task performance. They also emphasize the importance of proper job design that allows employees to be fully invested in their job performance.
Originality/value
Despite the importance of leadership and employee performance for the survival and growth of these firms, the study of these relationships is largely unexplored. This study proposes and tests a serial model in which supervisor transformational leadership is linked to employee task performance through two sequential mediators: job characteristics (task variety and task significance) and job engagement.
... The absence of any one of the dimensions limits the degree to which a student is involved in the activity, such as a student who is behaviourally going through the motions of participating in class, but is not cognitively or emotionally invested in that activity. When a person is engaged, they are behaviourally involved, show high levels of cognitive awareness, and are emotionally invested in the activity and relational connections centered around that activity (Kahn, 1990). ...
... A considerable body of research on engagement has been produced in organisational psychology, which also reveals similar confusion between levels of engagement situated in varying contexts (Shuck, 2011). Kahn (1990) attempted to clarify the construct by differentiating between employees' temporally enduring stances (e.g. job involvement, organisational commitment), and those 'moments' when people are physically, cognitively, and emotionally present during a particular task. ...
... Based in ethnographic studies of employee motivation, Kahn (1990) labelled within-person states of engagement episodic engagement due to its transient and discontinuous temporal nature, as individuals moved into and out of episodes of engagement on a moment-to-moment basis. Episodic engagement is described as a brief period of time when an individual becomes energised or enlivened, simultaneously employing their cognitive, physical (behavioural), and affective resources to fully inhabit a role in which they perform their part in an authentic expression of their values, beliefs, thoughts, and feelings (Kahn, 1990). ...
Digital learning environments are increasingly prevalent in higher education. The flexible and less constrained nature of these environments, means students often need to be more autonomous in managing their own learning. This implies that students are sufficiently selfmotivated to successfully engage in autonomous learning. The concept of "student engagement" has shown promise in assisting researchers' and educators' understanding of how students' general involvement in study, and their more specific completion of learning tasks, can lead to beneficial outcomes in digital learning environments. However, student engagement has taken on multiple, diffuse definitions in higher education creating confusion about what engagement is and how best to promote it. In this paper we build on a model of engagement from organisational psychology that offers insight into task-level engagement. Established models in the area of student motivation are integrated to bring clarity to the construct at tasklevel in digital learning environments.
... While these studies describe the effect of SRHRM on employee behavior, they do not analyze how human resource management affects and motivates employees to proactively engage in environmentally beneficial behaviors based on the distinctive characteristics of SRHRM (emphasis on CSR). Psychological safety refers to the ability of employees to demonstrate themselves without fear of adverse effects on their self-image, status, or job (Kahn, 1990). This study proposes a scenario in which socially responsible human resource management can motivate employees to increase their environmental citizenship behaviors by increasing their psychological safety. ...
... Psychological safety was characterized as ''the capacity to exhibit oneself without fear of unfavorable consequences to one's self-image, position, or job'' (Kahn, 1990). Individuals feel ''safe'' when they believe that expressing their true selves at work will not endanger them. ...
... SRHRM fosters employee interests and social responsibility, encouraging ethical decision-making (Shen & Zhu, 2011). Kahn (1990) exhaustively identified organizational rules as psychological safety's precursors. Based on attachment theory, The study assumed that SRHRM would offer employees a psychologically secure foundation. ...
Plain Language Summary
A study of socially responsible human resource management and employees’ environmental organizational citizenship behavior
Employees are the executors of corporate tourism environmental governance in the practice of green tourism, and their activities had a direct influence on the ecological environment. Despite encouraging low-carbon tourism and sustainable development, corporations’ human resource policies lacked morality and responsibility. This causes bad environmental performance in organizations. Attachment theory provides the theoretical framework for our investigation into the impact of socially responsible human resource management (SRHRM) on environmental organization citizenship behavior (EOCB). Our analysis of 455 data obtained from China revealed that SRHRM had a positive effect on EOCB (eco-initiatives; eco-civic engagement; eco-helping); psychological safety mediated the relationship between SRHRM and EOCB. Additionally, contingent reward leadership (CRL) moderates the impact of SRHRM on employees’ EOCB via psychological safety. Our research presents a novel theoretical framework for explaining socially responsible human resource management and employees’ environmentally friendly behavior. We anticipate that the findings of our research will provide both theoretical direction and management insight for organizations seeking to apply SRHRM.
... Engagement is commonly perceived as a mindset or conduct that encompasses being actively occupied with, deeply immersed in, captivated by, dedicated to, retained within, and firmly attached to our professional endeavours or organisational affiliations. Engaged employees are characterised by their manifestation of satisfaction, pride, and selfmotivation in the workplace, as well as their inclination to integrate their personal identities into their professional endeavours (Kahn, 1990). According to Gallup, there exist three distinct categories of employees. ...
... On a daily basis, these employees undercut the achievements of their colleagues who are actively involved in their work. According to Kahn (1990), it is said that employees are more likely to exhibit engagement when they perceive their role as meaningful and experience a sense of security in fulfilling their duties. ...
... Similarly, Gemeda and Lee (2020) demonstrated a favorable relationship between work engagement and both task performance and innovative work behavior. Kahn's (1990) definition of employee engagement as the holistic commitment of employees to their job responsibilities, encompassing physical, cognitive, and emotional attention, forms a foundational aspect of this discourse. The terminology used to refer to this engagement construct varies among scholars, including work engagement, employee engagement, role engagement, and job engagement. ...
The importance of employee engagement and work happiness cannot be overstated in the context of organisational success, especially within the highly competitive Information Technology (IT) industry. This abstract presents a comprehensive study that examines the complex correlation between employee engagement and job satisfaction as well as the employee innovation and job satisfaction within the IT industry. The research utilises quantitative surveys and a standardised questionnaire to collect data from information technology workers across different job positions as well as the stages of expertise. The study evaluates the employee engagement influences, employee innovation, job satisfaction and identifies the reasons that impede all engagement, innovation and satisfaction levels. SPSS-22 is employed for doing descriptive analysis and regression analysis. The study's primary findings indicate a robust and favourable association between employee involvement and job satisfaction specifically within the IT industry. Employees are enthusiastically involved in their work have been found to experience higher levels of job satisfaction, enhanced productivity, and a stronger sense of dedication towards their respective organisations. The study additionally finds several factors that contribute to involvement within the IT business, including but not limited to possibilities for enhancing skills, acknowledgment of achievements, and the congruence between personal and organisational ideals. In contrast, the research emphasises the obstacles that could hinder the level of IT employee engagement and job satisfaction. These issues encompass an overwhelming workload, an absence of equilibrium between work and personal life, and a scarcity of prospects for career progression. This link is further examined by considering factors such as leadership quality and communication within organisations, which are seen as influential variables. The research highlights the importance of cultivating employee engagement and employee innovation as a strategic necessity for IT organisations aiming to augment job satisfaction, retain exceptional personnel, and attain sustained success. This publication offers pragmatic insights and suggestions for human resources professionals and organisational leaders to enhance levels of engagement, foster job happiness, and ultimately optimise the performance and well-being of information technology personnel. In summary, this research provides significant contributions to investigate the composite relationship between employee engagement as well as employee innovation on work satisfaction within the information technology industry. This statement underscores the belief that organisations functioning within this industry consider a motivated and engaged staff to be a crucial asset. Furthermore, it suggests that endeavours aimed at improving employee engagement can significantly influence job satisfaction, organisational performance, and employee retention.
... Ac c o r d i n g t o t h e t h e o r y of e m p l oye e engagement developed by Kahn (1990), employee e ng a ge m e nt r efe r s t o t h e d e d ic a t io n a n d contribution of employees to work. Kumar and H2a: Managerial competencies directly and positively impact SME competitive advantage. ...
... Simultaneously, cognitive engagement encourages employees to demonstrate more alert, attentive, and focused behavior in individual work, as well as toward organizational objectives (Kahn, 1990). Weick and Roberts (1993) highlighted that job performance declines when employees exhibit inattentiveness or disinterest in work. ...
Purpose-This study analyzes the impact of managerial competencies and employee engagement on the competitive advantage and financial performance of small and medium enterprises (SMEs) in an emerging country. Design/Methodology/Approach-This study uses the structural equation modelling (SEM) method. Data were collected through a structured questionnaire distributed among 253 executives and managers who represent Vietnamese SMEs. This sample was then utilized in the verification of research hypotheses using the AMOS. Findings-The research findings reveal that managerial competencies and employee engagement positively influence the competitive advantage of SMEs. Concurrently, a reciprocal relationship is observed, where a strengthened competitive advantage positively contributes to improved SME financial performance. Additionally, the effects of managerial competencies and employee engagement on SME financial performance are not direct; instead, their influence is mediated through the competitive advantage. Research Implications-Our study is a notable contribution to SME literature, particularly in emerging countries, as it explores the relationship between internal factors, competitive advantage, and financial performance of SMEs. Also, our research findings carry significant implications for managers of SMEs in emerging countries. To enhance the SMEs' financial performance, managers must prioritize developing competencies and engagement, driving innovation and challenging competitors. This strategic approach enhances overall competitive advantage, making it crucial for SME success.
... Some researchers defined engagement as a psychological state that has a cognitive and an affective component (thinking and feeling). The cognitive and affective emphasis are captured here by the following two facets of engagement absorption (being absorbed by one's work), which is more cognitive in nature, and energy (drawing energy from work, feeling energized), which has a stronger affective side (Kahn, 1990;Schaufeli et al., 2010). Another scholar defined employee engagement as an employee putting forth extra discretionary effort, as well as the likelihood of the employee being loyal and remaining with the organization over the long haul ...
... In this part we will try to make a link between motivation and employee engagement and develop hypothesis for the study. Models of engagement argue that people need both self-expression and self-employment in their working lives (Kahn, 1990;Kamal et al., 2004). Moreover, they identified three psychological conditions for engagement i.e., psychological meaningfulness, safety, and availability. ...
Purpose. An engaged employee will become an asset of an organization. This study aims to assess the impact of engagement on employee motivation and was carried out in public and private sector banks in South India. Study design. Population of the study contains of employees of public and private sector banking employees of South India. A sample size of 200 was taken from four banks (two each from private and public sector) for the study. Nature of work, interpersonal relationship, pay allowances, pleasant working environment, redressal of grievances, personal growth and career development, training and development, loyalty towards job, and personal factors as the elements of employee engagement and motivation as dependent variable were considered. Correlation and regression tests were applied for analysis. Findings. The Cronbach’s alpha for the scales have confirmed the reliability of the study. Also, the correlation values between the factors and the variables were significant at p < 0.05, the regression analysis have clearly shown a positive impact of engagement on employee motivation. Value of the results. The study provides thought provoking managerial ideas inorder to increase motivation levels by improvising employee engagement in the organizations.
... Murnianita dan Hartijasti (2012) menyatakan bahwa istilah employee engagement dengan work engagement sering kali digunakan bergantian, tetapi work engagement dianggap lebih spesifik. Konsep engagement pertama sekali diperkenalkan oleh Kahn (1990). Kahn (1990) mendefinisikan engagement sebagai penguasaan karyawan sendiri terhadap peran mereka dalam pekerjaan, dimana mereka akan mengikat diri dengan pekerjaannya, kemudian akan bekerja dan mengekspresikan diri secara fisik, kognitif dan emosional selama memerankan performanya. ...
... Konsep engagement pertama sekali diperkenalkan oleh Kahn (1990). Kahn (1990) mendefinisikan engagement sebagai penguasaan karyawan sendiri terhadap peran mereka dalam pekerjaan, dimana mereka akan mengikat diri dengan pekerjaannya, kemudian akan bekerja dan mengekspresikan diri secara fisik, kognitif dan emosional selama memerankan performanya. Wellins dan Concelman (2005) menyatakan keterikatan kerja adalah kekuatan motivasi yang mendorong tingkat kinerja karyawan yang lebih tinggi. ...
One of the success factors in the development of a company is human resources. As time goes by, new companies emerge, so every company must have a strong foundation, one of which is human resources. If there are no quality human resources to carry out the business processes that take place in the company, the company will have difficulty developing in the face of business competition. This research aims to analyze the influence of supervisor support and work life balance on turnover intention which is mediated by work engagement. Sampling in this research used purposive sampling. The respondents in this study were 200 multi-finance employees with the criteria for being respondents in this research being employees in multi-finance companies who had worked for at least 1 year. Structural equation model analysis with and hypotheses tested using SmartPLS. The research results show the influence of both supervisor support and work life balance on turnover intention which is mediated by work engagement. The implications of this research show that to create employees’ ability to manage time well or be able to harmonize work at work, family life, and personal interests. Salah satu faktor keberhasilan dalam perkembangan suatu perusahaan adalah sumber daya manusia. Seiring dengan perkembangan jaman yang diikuti dengan perusahaan baru yang bermunculan menjadikan setiap perusahaan harus memiliki fondasi yang kuat, salah satunya dalam hal sumber daya manusia. Apabila tidak ada sumber daya manusia yang berkualitas dalam menjalankan proses bisnis yang berlangsung di perusahaan, maka perusahaan akan kesulitan untuk berkembang dalam menghadapi persaingan bisnis. Tujuan dari penelitian ini adalah untuk menganalisis pengaruh supervisor support dan work life balance terhadap turnover intention yang dimediasi oleh work engagement. Pengambilan sampel dalam penelitian ini menggunakan purposive sampling. Responden dalam penelitian ini adalah 200 pegawai multifinance dengan kriteria untuk menjadi responden dalam penelitian ini adalah karyawan di perusahaan multifinance yang telah bekerja selama minimal 1 tahun. Analisis model persamaan struktural dengan dan hipotesis diuji dengan menggunakan SmartPLS. Hasil penelitian menunjukkan pengaruh baik supervisor support maupun work life balance terhadap turnover intention yang dimediasi oleh work engagement. Implikasi dalam penelitian ini menunjukkan bahwa untuk menciptakan kemampuan karyawan untuk mengatur waktu dengan baik atau dapat menyelaraskan antara pekerjaan di tempat kerja, kehidupan dalam keluarga, dan kepentingan pribadi.
... Owens and hekman further added that leaders who exhibit humility inspire followers to do the same. Kahn (1990) posits that when employees have confidence in their leaders who are humble and supportive, they will be more willing to devote themselves to their work because they feel psychologically safe and available. empirical evidence indicate that lh enables employees to reduce stress by providing support to employees and motivates employees to exert more effort to perform their tasks and engagements in the workplace . ...
... From the social exchange theory, workers are inclined to show their leaders' good intentions in the workplace by having positive attitudes (Blau, 1964). Workers will be engaged in their work when they sense that their leader cares about their well-being and can carry out the organisation's values in their behaviour itself (Kahn, 1990). also, nielsen et al. (2010) showed that humble leaders positively impact employees' attitudes and emotions which contribute to ee. agreeably, humble leaders acknowledge the efforts of their subordinates and assist them in understanding the value of their work which leads to OcB (chen et al., 2018). ...
The study examined leader humility (LH) and organisational citizenship behaviour (OCB) with the mediating roles of job satisfaction (JS) and employee engagement (EE) among employees in a public university in Ghana. A cross-sectional research design was used in carrying out the study. The study used stratified sampling to sample 246 respondents and data garnered using a questionnaire while structural equation modelling was utilised in testing the hypotheses. This study demonstrated that LH has a positive and significant relationship with OCB, JS and EE. The results of the study further showed that JS and EE have significant positive link with OCB. Finally, the study established that JS and EE played partial mediation roles in the link between LH and OCB. The results of this study indicate that employees whose supervisors have humble leadership traits tend to be satisfied, engaged and ultimately, are able to exhibit OCB. This implies that humble leaders are assets to their organisations. Thus, organisations seeking to have satisfied and engaged employees as well as employees who indulge in OCB should ensure that their supervisors have humble leadership traits.
... İşle bütünleşme kavramının alan yazındaki öncüsü Kahn (1990) olarak kabul edilmektedir. Kahn'a (1990, s. 692) göre, çalışanın kendini ifade etmesini sağlayan iş rolü ile çalışanın fiziksel, duygusal ve zihinsel tüm kişisel enerjisini işine yöneltmesi arasında dinamik ve çok yönlü bir ilişki söz konusudur. ...
... Bu ilişkinin diyalektik doğası gereğince de işle bütünleşme, çalışanların işlerine "özenli, bağlantılı, bütünleşmiş ve odaklanmış" olmaları durumunu yansıtmaktadır. Öte yandan Kahn (1990) bütünleşmeyi, "kişisel bütünleşme" ve "kişisel kopuş" olarak iki grupta incelemiştir. Bu ayrıma göre kişisel bütünleşme, çalışanların benliklerinin iş rolleri için dizginlemesi ve rollerine yönelik çabaları sırasında fiziksel, bilişsel ve duygusal açıdan tam anlamıyla kendilerini iş gereklerine yoğunlaştırmasıdır. ...
Amaç: Bu çalışmanın temel amacı, akademisyenlerin görev yapmakta oldukları yükseköğretim kurumuna ilişkin algıladıkları örgütsel desteğin işle bütünleşmeleri üzerindeki etkisinde duygusal bağlılığın aracı rolünü belirlemektir. Tasarım/Yöntem: Araştırmada, kolayda örnekleme yöntemi kullanılarak devlet ve vakıf üniversitelerindeki 218 akademisyene anket yoluyla ulaşılmıştır. Elde edilen veriler, LISREL programı yardımıyla yapısal eşitlik modeliyle analiz edilmiştir. Bulgular: Analizler sonucunda; akademisyenlerin algıladığı örgütsel desteğin işle bütünleşmeleri üzerinde doğrudan olumlu yönde bir etkiye sahip olduğu belirlenmiştir. Bu sonucun yanı sıra algılanan örgütsel desteğin duygusal bağlılık üzerinde ve duygusal bağlılığın işle bütünleşme üzerinde olumlu etkisi olduğu tespit edilmiştir. Ulaşılan nihai sonuç çerçevesinde duygusal bağlılığın, akademisyenlerin algıladıkları örgütsel desteğin işle bütünleşmeleri üzerindeki etkisinde kısmi aracı bir rol üstlendiği sonucuna ulaşılmıştır. Sınırlılıklar: Araştırma sürecinde Türkiye’deki bütün üniversitelere ulaşılamamış olması ve anket formunda yer alan ifadelere verilen yanıtların, katılımcıların gerçek duygu ve düşüncelerini yansıttığının varsayılması, araştırmanın sınırlılıklarını oluşturmaktadır. Özgünlük/Değer: Eğitim ve bilim alanlarında ülkelerin kalkınmasına destek olan akademisyenlerin daha verimli ve yüksek performanslı değerler üretebilmeleri için işle bütünleşmelerini sağlamak üzere çalıştıkları örgüte ilişkin algılarını ve duygularını birlikte anlamaya odaklanması, araştırmanın özgün değerini oluşturmaktadır.
... In addition, transformational leaders help improve the psychological well-being of employees in the workplace and make them happy, which, in turn, improves job performance (Lai et al., 2020). Transformational leadership fosters a safe work environment, decreases threats of potential negative consequences when they are expressed, and facilitates the use of available work resources, which consequently allows employees to be more willing to be psychologically present and more inclined to invest their energies in the performance of their designated job roles (Kahn, 1990). ...
... In addition, transformational leaders contribute to improving the psychological well-being of workers in the workplace by fostering satisfaction and contentment, which translates into better performance in work tasks (Lai et al., 2020). Transformational leadership promotes a safe work environment, reduces fear of possible negative consequences when speaking out, and facilitates the use of available work resources, which in turn makes employees more willing to be psychologically present and more inclined to invest their energies in the performance of their assigned job roles (Kahn, 1990). The use of transformational leadership from a university teaching perspective, in addition to improving the performance of academic staff, can promote a positive influence on the commitment, teamwork, and solidarity of students (Fischer, 2017). ...
COVID-19 has adversely impacted the entire university community worldwide, including teachers, administrative staff, and students. This study analyzed the relationship between digital competencies, transformational leadership, and job performance of Peruvian university teachers. A predictive cross-sectional study was conducted with 201 teachers from a private university in Peru in three regions of the country (coast, highlands, and jungle). The Digital Competencies in Teaching (CDD), Multifactor Leadership Questionnaire (MLQ 5X Short), and the Job Performance scale were used for data collection. The samples were analyzed with structural equation modeling and an adequate fit to the data was obtained (χ 2 = 194.342, p < 0; χ 2 /df = 2.23, CFI = .952, TLI=0.942, RMSEA = .078, SRMR = .061). In addition, both digital competencies (β = .28, p < 0) and transformational leadership (β = .76, p < 0) were found to be predictive factors of job performance. These findings provide evidence that digital competen-cies and transformational leadership were directly related to the job performance of university teachers during the COVID-19 pandemic. Consequently, it would be appropriate for educational leaders to consider these findings to enhance the digital competencies of teachers, promote a positive work environment, and support professional growth by stimulating motivation and job satisfaction during crisis situations.
... Çalışanın lideriyle kurduğu etkileşimin kalitesi de, gösterdiği ekstra rol davranışının zorunlu veya gönüllü olarak algılanması üzerinde etkili olabilir (Deluga ve Perry, 1991;Liden vd. , 1997;Organ, 1988 Psikolojik güvenlik, Kahn (1990) tarafından "bireyin kendi imajı, statüsü veya kariyeri üzerinde olumsuz sonuçlar doğuracağı korkusu olmadan kendini rahatça ifade edebilmesi" şeklinde tanımlanmıştır (Li ve Yan, 2009 Çalışanlarını örgütsel vatandaşlık davranışlarına (ÖVD) teşvik eden örgütlerde, çalışanlardan yüksek düzeyde iş performansı sergilemeleri ve resmi iş tanımlarının dışında roller üstlenmeleri riski olabilir; bu da aşırı rol yüklenmesine katkıda bulunabilir ve çalışanlar için örgütü daha az cazip hale getirebilir (Bolino vd. , 2010). ...
This study aims to conduct a bibliometric and meta-analysis of compulsory citizenship behaviors research. Using the R programming language and the bibliometric package, we analyzed 44 articles from the Web of Science (WoS) database that focused on "compulsory citizenship behavior". Additionally, a correlation-based meta-analysis was conducted on 53 independent studies with a total sample size of 17,491.
In the bibliometric analysis, Tongji University, Huaqiao University and Istanbul University emerged as the most influential institutions in the field of compulsory citizenship behaviors with a publication rate of 5.41% out of 74 institutions. Hongdan Zhao was identified as the most productive author. Among the 27 most published journals in this field, Frontiers in Psychology (18.18%) ranks first. According to the meta-analysis results, compulsory citizenship behaviors are negatively related to demographic variables such as gender and number of children. When its relationship with the variables is examined, compulsory citizenship behaviors was positively associated with job stress, moral disengagement, burnout, felt obligation, work-family conflict, organizational based self esteem, abusive supervision perception, feeling trusted, organizational cynicism, work alienation, counterproductive workplace behaviors, facades of conformity, turnover intention, anger toward organization, citizenship pressure, and careerism. Furthermore, job satisfaction, job autonomy, leader-member exchange, psychological safety, organizational identification, and organizational commitment were negatively associated with compulsory citizenship behaviors.
According to the above findings, compulsory citizenship behaviors (CCB) are positively related to job stress, burnout, work alienation, iturnover intention and careerism; It can be said that it is negatively related to perceptions, attitudes and behaviors such as job satisfaction, job autonomy and organizational commitment. Considering these correlation values, it can be said that compulsory citizenship behaviors are leading to an undesirable results for organizations, have a characteristic increasing negative perceptions, attitudes, and behaviors.
... The first two, according to Schaufeli and Bakker (2010), "are typically used interchangeably". Kahn's (1990) influential study found that meaningfulness, safety, and availability were the three psychological factors connected to employee engagement or disengagement at work. This model was empirically tested in a study (May et al., 2004), which found a significant relationship between meaningfulness, safety, and engagement. ...
Employee engagement is linked to enthusiasm and passion about the job, identification with the company’s values and loyalty to the employer. It is directly dependent on the incentives applied by the management. We have conducted a study in Bulgarian IT companies to analyze how certain incentives affect the engagement levels of computer professionals. Our main hypothesis suggests that intangible incentives have a stronger impact on employee engagement than tangible ones. The means of collecting empirical data from respondents are surveys and in-depth interviews, and the statistical method used is Χ² analysis.
... Barrick et al. (2015) and Karanges et al. (2015) asserted that recognition and rewards have been proven to be important factors in encouraging work engagement. According to Kahn (1990), the level of employee engagement is proportionate to the benefits received. Accordingly, for higher engagement levels, management must present acceptable standards of compensation and career opportunities (Anitha 2014;Ahmetoglu et al. 2015;Albrecht et al. 2015;Osborne and Hammoud 2017). ...
The aim of this study was to suggest and test a research model that examines whether work engagement mediates the effect of human capital management practices (HCMPs) on employee performance. These relationships were assessed through the Smart PLS 4 (Partial Least Square) software using Partial Least Square-based Structural Equation Modelling (PLS-SEM). Data were elicited from full-time hotel employees and their managers in South Africa. Based on the PLS-SEM results, work engagement was identified as a mediator of the effects of HCMPs on employee performance. Specifically, HCMPs, manifested by training, career opportunities, and rewards, improve work engagement, triggering employee tasks, and adaptive and creative performance. Additionally, work engagement had a positive influence on task performance, adaptive performance, and contextual performance. This research contributes by empirically testing work engagement as a full mediator in the relationship between HCMPs and employee performance, offering insights into the crucial role of HCMPs in fostering employee engagement and performance within the hospitality industry. Implications of the results are discussed, and directions for future research are presented.
... The term engagement is unhampered; rather, it is accomplished by consuming physical, intellectual and passionate energy in performing the roles at the workplace (Kahn, 1992). According to Kahn, (1990) it is the attachment of the employees to their assigned roles and organisation that makes them have physical, mental and emotional involvement in their performance at the workplace. Besides others, Schaufeli et al., (2002) defined work engagement as a positively rewarding job-related cognitive disposition characterised by vigour, devotion and engagement. ...
This study adds value to the existing literature on social exchange theory in analysing the relationship between inclusive leadership and innovative work behaviour with the mediating effects of work engagement and moderating effects of leader-member exchange. We designed the present study using a time-lagged method to avoid issues of common method bias. The data were collected using convenience sampling in 3-different time lags. Convenience sampling was used and a total of 214 responses were collected. The empirical results indicated that inclusive leadership and innovative work behaviour were not positively related. However, we also obtained empirical support for the mediating role of work engagement and the moderating role of LMX on the inclusive leadership and innovative work behaviour relationship. This paper discusses theoretical and practical implications based on social exchange theory. The study highlights how inclusive leadership helps employees enhance their innovative work behaviours through the indirect effects of work engagement and moderating effects of leader-member exchange. The study also forwards robust future research directions.
... Interventions such as job crafting will lead to more job resources, higher levels of work engagement, and improved performance (Gordon et al., 2017). International studies explain that work engagement encompasses workers' participation, energy, and efficacy (Kahn, 1990;Maslach and Leiter, 1997). An engaged employee has a higher level of work energy and organizational commitment (Fong and Ng, 2012). ...
Proactive coping behavior has been considered an important personal job resource for employees. Organizations have paid considerable attention to the proactive coping behavior of employees to maintain their competitive advantage. The purpose of the current study is to discover the relationship between organizational job resources, work engagement, and proactive coping using structural equation modeling. The participants were 340 licensed Chinese social workers. In the rapidly growing social work sector in China, social work organizations require psychologically connected and dedicated social workers. Findings include the effect of organizational job resources and work engagement on proactive coping. Based on the results, impacts on organizational management are discussed.
... employee is undoubtedly higher (Sgroi, 2015). However, although they have relations with each other, employee engagement, which is defined as "employee's dedication to work and using himself/herself physically, cognitively and emotionally at work" (Kahn, 1990), should not be confused with employee happiness. The happiness of the employee may not result in working hard for the organization. ...
In recent years, the management literature has begun to deal with individual and organizational results after happiness rather than the pursuit of happiness in business life and finally reaching happiness. After the fact that everything in an overdose is harmful, it has become the subject of even more research with paradoxical results that happiness that evokes positive emotions is not as innocent as it seems. In this study, which aims to reveal the harmful effects of overdose of employee happiness, the reasons for the manager’s fear - or anxiety - about the happiness of his employees are interpreted. The Inverted-U Model of Employee Happiness (IUMEH) has been developed and individual work outputs have been evaluated in three areas that (1) support happiness, (2) reflect balanced happiness, and (3) turn negative with an overdose of happiness intoxication. It has been suggested that IUMEH, which is thought to contribute to the literature as it is the first descriptive model to emerge, should be supported by applied studies, and it has been reminded that the curvilinear aspect of the model may include differences in terms of culture, type and characteristics of job, private, public or non-profit enterprises, generations of managers and the level of managers (front-line, middle level and senior level etc.).
... For example, meaningfulness of work is a defining and positive meaning of work that involves the significance and enjoyment attributed to one's work (Bunderson & Thompson, 2009;Carton, 2018;Pratt & Ashforth, 2003;Rosso et al., 2010). Meanings of work shape important outcomes (Kahn, 1990;Rosso et al., 2010;Tan & Kramer, 2012). What is less understood is how the meanings of rest shape the experience of both rest and work. ...
El docente constituye un factor de suma importancia en la educación superior, son uno de los ejes fundamentales del proceso educativo. En este artículo se describen los resultados de una investigación cuyo objetivo fue identificar el grado de compromiso, de 399 docentes, de la Universidad Nacional Autónoma de Nicaragua-León, UNAN-León, en función de 4 dimensiones: vigor, dedicación, absorción y el compromiso en el año 2019. Se aplicó la técnica de la encuesta, se recurrió a una metodología cuantitativa de análisis y se utilizó el cuestionario Utrecht Work Engagement Scale (UWES). La muestra de estudio, se distribuyó de la siguiente: el 82 % entre 30 y 59 años, la mayoría son mujeres y gran parte de las personas tienen estado civil casadas, el 65 % del personal docente tiene estudios de posgrado, el 41 % la categoría de profesor adjunto y el 39 %, la máxima categoría docente (profesor titular); el 48 % tiene una contratación de tiempo completo, el 55 % del personal participante tiene más de 10 años de laborar para la institución y el 26 % reportó sufrir alguna enfermedad crónica. La edad, el sexo o la antigüedad del docente, no determinaron niveles estadísticamente diferentes de engagement. Se observó que el profesorado de la Universidad Nacional Autónoma de Nicaragua-León, en las dimensiones evaluadas, tuvieron un alto compromiso. Se concluye que ellos trabajaron con alto compromiso, energía y motivación.
Plain language summary
Employee participation in the digitalization of organizations is essential. However, there is a need for further analysis of the impacts of digital leadership on employee behaviors. To address this gap, we conducted a two-wave survey to examine whether and how digital leadership promotes employee voice behaviors. We adopted social exchange theory as the model foundation and focused on the content and attributes of voice behaviors rather than treating it as a form of citizenship behavior like previous research. This work demonstrates that digital leadership is crucial in promoting employee voice behaviors and indirectly affects prohibitive and promotive voices behaviors through employee empowerment. Our study shows that digital leadership increases prohibitive voice behavior rather than promotive voice behavior by increasing work engagement. Furthermore, our study reveals that employee empowerment and work engagement do not mediate the chain of effects between digital leadership and promotive voice behavior. Our research contributes to the literature on digital leadership, employee voice behaviors, and social exchange theory by providing new insights into the role of digital leadership in promoting employee voice behaviors.
This chapter investigates motivational language of school administrators and its effect on tacit knowledge sharing - which may hold vital and critical importance – by teachers at schools. While doing this, the contextual factors regarding organisational culture, such as the employee voice and perceived psychological safety are also taken into consideration. It is expected that the use of a motivational language by administrators that reduces uncertainty and helps create understanding and empathy, and which thus forms a positive environment that increase employee voice, will also have an effect on tacit knowledge sharing. Additionally, the effect of motivational language can be enhanced through psychological safety perceived by the employees, which in turn is dependent on the work environment. As such, a higher perception of psychological safety will tend to increase employee voice and the level tacit knowledge sharing. Finally, implications for knowledge literature and suggestions for future studies are also discussed.
The goal of this study is to expand current knowledge on employee engagement in remote work by investigating the effect of dialogic communication on remote employee engagement. Drawing on dialogic theory and social exchange theory, the study tested a conceptual model that examines how organizational dialogic communication can enhance remote employees’ psychological need satisfaction for relatedness and organizational identification, ultimately leading to increased employee engagement. The study surveyed 527 full-time employees who work remotely in the United States, providing empirical evidence that contributes to the theoretical understanding of organizational communication and employee engagement in remote work environments.
The authors’ intention is to conduct an analysis utilizing a purely conceptual, literary content-based investigation of two hermeneutical dimensions associated with work motivation in the public service sector. Specifically, the study focuses on public school teachers in the Italian context due to the neglected way in which they matured in literary production and the hostile work environment brought about by the numerous reforms in a kind of heterogenesis of ends. Through the use of aphorisms and metaphors, after a literature review, gap identification and a content-based analysis, the authors aim to identify an approach that can anthropologically serve as a synthesis formula for workers who are emotionally and intensely invested in their professional practice. Specifically, this includes professions, including educational ones, that are subjected to high exposure to emotional labor (EL). The authors have identified two dimensions: one oriented towards the concept of gift and the other towards possession for integrating the demand–resource model (DRM). To support this analysis, the seminal research work of Belk will be utilized as a reference in the wide range of literary production on the give-and-take approach, according to Schaufeli and Grant. Furthermore, empirical data from previous research will be used to functionally explain how sense-making, when combined with the dynamics of gift–possession, can act as a factor of resilience for professions that hold significant emotional value. In this way, the authors shape a perspective on the theoretical paradigm toward the performance measurement and management system under the lens of New Public Management reform, considering the grand challenges inherent in the educational area by identifying organizational behavioral levers for justifying high motivation-driven actions in an underestimated job segment. In this way, the greatest contribution lies in the possibility of defining a reference framework to expand the DRM in application to the clarification of the foundations inherent in resilience behaviors implemented by educational professions in the specific reference context. The main result would precisely be the ability of the latter to cope with hostile contexts through the dynamics of gift and possession that promote work resilience through the attribution of meaning and identity to the job. These perspectives are useful for deepening the understanding of performance measurement and management approaches.
BACKGROUND: The COVID-19 pandemic has affected all health professionals worldwide. This has also influenced their working lives, affecting burnout and work engagement. OBJECTIVE: This study aims to investigate the relationship between burnout and work engagement among nurses and physiotherapists during the COVID-19 pandemic. METHODS: This cross-sectional study was conducted with total 509 nurses and physiotherapists who were working at any of the private, public, or university hospitals from two large and one small cities. A Personal Introduction Form, the Maslach Burnout Scale, and the Work Engagement Scale were used in the study. Frequency, percentage, mean, and Pearson correlation analysis were used for statistical analysis. Necessary ethical approvals were taken for the research. RESULTS: There was a significant, moderate, negative relationship between the average scores of the nurses on the vigor and devotion dimensions and the Work Engagement Scale and their average scores on emotional exhaustion, personal accomplishment, depersonalization dimensions and their average score on the Maslach Burnout Scale (p < 0.05). There was a significant, moderate, negative relationship between the scores of the physiotherapists on the Work Engagement Scale and its dimensions and their average scores on the Maslach Burnout Scale and its dimensions (p < 0.05). CONCLUSION: In our study, it was found that the burnout levels of nurses and physiotherapists had an effect on their work engagement during the COVID-19 pandemic. During and after the COVID-19 process, managers should take measures to reduce the burnout levels of health professionals and increase their level of work engagement.
This thesis delves into the realm of educational transformation through a participatory case study focusing on District Education Officers (DEOs). Against the backdrop of evolving educational landscapes, this study explores the competencies, challenges, and outcomes associated with DEOs' role in spearheading reform initiatives. Employing a participatory approach, this research engages DEOs collaboratively to co-create knowledge, exchange insights, and navigate the complexities of educational reform. This study integrates qualitative methodologies, including interviews, thematic analysis, and Guttman scale assessments, to unravel the multifaceted dimensions of DEOs' competencies and performance management systems using the Competencies Rubric Development tool. Through iterative coaching and reflective practices, DEOs address challenges, leverage their strengths, and foster a culture of continuous improvement. The findings illuminate the critical role of DEOs in driving systemic change, promoting collaboration, and advancing evidence-based decision making. Ultimately, this thesis contributes to the discourse on educational leadership by offering insights and recommendations to enhance the effectiveness of DEOs in navigating the dynamic landscape of educational transformation.
Perceived HPWSs (PS-HPWSs) are increasingly indicated for understanding the relationship between organizational HPWSs and employee-level outcomes. However, the mediating effect of perceived HPWSs is inconsistent and unclear. Hence, relying on integrated HPWS strength and signal theories, we tested whether PS-HPWSs positively mediated the relationship between MR-HPWSs and engagement with data collected from multiple and multilevel sources of 102 department heads and 360 employees of three Ethiopian public higher education institutions from June 03/2023 to September 10/2023. We also tested the positive moderation impact of procedural justice between MR-HPWSs and PS-HPWSs and its conditional effect on engagement using the MLmed Beta macro SPSS package. Therefore, procedural justice moderates the mediation of PS-HPWSs between manager-rated HPWSs and employee engagement. Hence, this study will address the inconsistency of PS-HPWSs between manager-rated HPWSs through the moderation of procedural justice (one of nine features of HPWS strength); this in turn has an ample effect on engagement. Accordingly, further research should include one or more of the nine HPWS features as moderators of the mediating effect of PS-HPWSs.
يهدف هذا البحث الى معرفة الدور المهم للتسويق المصرفي ودوره في في تعزيز أنغماس زبائن المصارف التجارية في مصرف الرافدين (فرع النيل ، فرع أور، فرع الرفاعي، فرع الفجر، فرع القلعه ، فرع الجبايش ، فرع النصر) في محافظة ذي قار, مما يقود ذلك الى كسب اكبر شريحة ممكنة من الزبائن حيث تقوم هذه المصارف بتقديم خدماتهم بكفاءة عالية وسرعة ، لذا يعد هذا البحث الوحيد الذي تناول هذه المتغيرات سوية، كما ان هذا البحث يعد معالجة لمشكلة واقعية تؤثر بصورة مباشرة على القطاع المصرفي في العلاقة ، وتم استخدام الاستبانة في جمع البيانات إذ تم الحصول على (135) استجابة من زبائن المصرف عينة البحث وبأستخدام اسلوب العينة العشوائية. اذ اكدت النتائج التي توصل اليها البحث ان هنالك دور بين التسويق المصرفي وأنغماس زبائن في المصارف عنية البحث ، وفي ظل التغيرات البيئية المتسارعة التي تعصف مختلف قطاعات الأعمال العراقية خاصة القطاع المصرفي، لذا تزداد الحاجة إلى تبني التسويق المصرفي وبأبعادة ( الخدمة المصرفية، العملية المصرفية، الافراد العاملين في المصرف) والذي يعزز من أنغماس الزبائن في هذه المصارف من خلال الاحتياجات النفسية وتنمي لديهم الانطباعات والتصورات الايجابية تجاه ارباب العمل والسياسات التنظيمية مما يسهم في استغراقهم. اما فيما يتعلق بأهم التوصييات هي ضرورة تبني المصرف عينة البحث التسويق المصرفي وبأبعادة على استغراق الزبائن المصرف من خلال تنمية برامج إدارية تركز على النجاح من اجل التكيف مع الضغوط والمتغيرات البيئية كونه يمثل الركيزة الأساسية لبناء التقدم الاقتصادي بصفة عامة ونجاح منظمات الأعمال بصفة خاصة، وتقديم الرعاية وإلاهتمام الكافي للزبائن
Although the literature on upselling has investigated different aspects of inducing upselling, there are limited discussions of the effect of past transactions on customers’ acceptance of upsells. Building on the expectation-confirmation and reference dependence theories, this study utilized mixed-effect regression analysis to explore the extent to which customers’ acceptance of upsells changes in response to their prior experience of unexpected gains via free upgrades. The results show that customers accept and spend more on upselling offers when they have experienced a free upgrade in a past transaction and that the effect of the free upgrade on upselling is positively moderated by the level of employee engagement.
Human resource functions are no longer particular functions, merely confined to the human resource or personnel department. The management of human resources is the responsibility of every manager in the present competitive business scenario. It is almost a fact that most of the problems in an organization are human related, since human being is active, complex and highly sensitive to environment. Managing the human resource in any organization is consequently a challenging task, unless the organization learns to tune human resources, success will be elusive. The most important responsibilities associated with human resource management include: job analysis and staffing, organization and utilization of work force, measurement and appraisal of work force performance, implementation of reward systems for employees, professional growth of workers, and maintenance of work force. The lack of studies that cover the topic of Human Resources Management could affect the development strategy of any nation, and without proper studies in this field may contribute to weakening the overall performance of hospitals. For that reason, this study attempt to analyze the main articles and literatures with empirical research that discussed the role of HRM in health care sector and attempt to find the common points of previous studies with look upon to HRM. The findings of the study majorly influence the crucial factors, comprising compensation and benefits, opportunities for career progression, balancing work and personal life, organizational culture, and leadership, hold substantial sway over employee attrition and retention. Organizations that effectively manage these aspects and foster an environment where employees feel valued, supported, and have pathways for development are more apt to retain their high-caliber employees. Employing strategies such as competitive compensation structures, extensive employee development programs, actions that enhance work-life balance, nurturing a positive culture, and investing in leadership enhancement collectively contribute to diminishing attrition rates and enhancing employee retention.
This chapter delves into motivating workplace learners through the lens of psychological safety and adult learning theories. Grounded in self-determination theory, the exploration of felt support underscores the impact of intrinsic motivation on continuous learning and development. Multigenerational knowledge sharing is examined, revealing the interplay between psychological safety and generational cohort dynamics. The measurable impact of people-first training strategies and transformational leadership principles are emphasized for their positive effects on workplace thriving. A trauma-informed approach is integrated, advocating for inclusive and supportive organizational cultures. Lastly, insights from academic studies are woven throughout to contribute to a comprehensive understanding of effective strategies for fostering psychological safety, motivation, and holistic thriving in workforce development programs.
Purpose
This study aims to investigate the impact of dissimilarity perceptions, specifically related to religious identity and socioeconomic class, on identity disclosure behavior within the workplace. It also explores the relationship between disclosure behavior and perceptions of workplace ostracism. The study further examines the moderating roles of psychological safety climate and diversity-focused human resource (HR) practices in these dynamics.
Design/methodology/approach
Using quantitative methods, this confirmatory study analyzes the relationships between dissimilarity perceptions, identity disclosure behavior, workplace ostracism perceptions, psychological safety climate and diversity-focused HR policies. Hypotheses are tested to understand the effects of these variables in the workplace context.
Findings
The findings reveal that subjective dissimilarity perceptions are negatively associated with identity disclosure behavior. In addition, disclosure behavior is positively linked to perceptions of workplace ostracism. Surprisingly, the study finds that the psychological safety climate moderates the relationship between dissimilarity perceptions and identity disclosure behavior, showing a positive relationship when psychological safety climate perceptions are high. Furthermore, perceptions of diversity-focused HR policies moderate the relationship between disclosure behavior and perceptions of workplace ostracism, indicating a weakened relationship when diversity-focused HR practices are perceived as stronger.
Originality/value
This study contributes to the understanding of workplace diversity, inclusion and management by emphasizing the role of subjective dissimilarity perceptions, identity disclosure behavior and workplace ostracism. It explores the moderating influence of psychological safety climate and diversity-focused HR practices, offering valuable insights for both theory and practical strategies in the context of diversity management.
The study aims to evaluate the influence of performance appraisal fairness and performance feedback on extra-role customer service behavior directly and indirectly through organizational commitment and work engagement in the banking sector of Bangladesh. Moreover, the study evaluated the serial mediating effect of organizational commitment and work engagement in the aforesaid relationship. The study integrated the equity theory, job resource-demand theory, self-determination theory, and social exchange theory to establish theoretical connections. The research conveniently gathered 253 usable samples from the front-line bank officers employed in various private commercial banks in Bangladesh. The PLS-SEM path analysis showed that performance appraisal fairness and performance feedback significantly contribute to extra-role customer service behavior directly. Moreover, work engagement and organizational commitment partially as well as sequentially mediated the association. Based on the findings, the study presented both theoretical and practical implications of the results.
The construction industry is known for its inherent risks, contributing to ~170,000 workplace injuries and illnesses annually in the United States. Engaging in prejob safety discussions presents a crucial chance to safeguard workers by proactively recognizing hazards and ensuring that crews are well‐oriented with safety protocols before commencing work each day. However, research shows prejob meetings are often conducted hastily without the depth required to fully uncover risks. This study examines the characteristics that distinguish high‐impact, high‐quality prejob safety conversations from lower‐ quality counterparts. Strategies are provided for improving engagement, psychological safety, hazard analysis, accountability, and leadership support to transform safety talks into dynamic interactions that empower employees to operate safely. Additionally, this study reviews leading‐edge artificial intelligence techniques, enabling construction firms to capture, analyze, and optimize their daily planning conversations at scale to drive safety excellence. Implementing the evidence‐based strategies discussed allows organizations to realize the immense potential of prejob conversations for preventing injuries and fatalities.
With the prevalent use of Agile methodologies, organizations are grappling with the challenge of scaling development across numerous teams. This has led to the emergence of diverse scaling strategies, from complex ones such as “SAFe", to more simplified methods e.g., “LeSS", with some organizations devising their unique approaches. While there have been multiple studies exploring the organizational challenges associated with different scaling approaches, so far, no one has compared these strategies based on empirical data derived from a uniform measure. This makes it hard to draw robust conclusions about how different scaling approaches affect Agile team effectiveness. Thus, the objective of this study is to assess the effectiveness of Agile teams across various scaling approaches, including “SAFe", “LeSS", “Scrum of Scrums", and custom methods, as well as those not using scaling. This study focuses initially on responsiveness, stakeholder concern, continuous improvement, team autonomy, management approach, and overall team effectiveness, followed by an evaluation based on stakeholder satisfaction regarding value, responsiveness, and release frequency. To achieve this, we performed a comprehensive survey involving 15,078 members of 4,013 Agile teams to measure their effectiveness, combined with satisfaction surveys from 1,841 stakeholders of 529 of those teams. We conducted a series of inferential statistical analyses, including Analysis of Variance and multiple linear regression, to identify any significant differences, while controlling for team experience and organizational size. The findings of the study revealed some significant differences, but their magnitude and effect size were considered too negligible to have practical significance. In conclusion, the choice of Agile scaling strategy does not markedly influence team effectiveness, and organizations are advised to choose a method that best aligns with their previous experiences with Agile, organizational culture, and management style.
Bilgi iletişim teknolojilerinde yaşanan baş döndürücü yenilikler, iletişim alanında da kendisini göstermiş, bu durum örgütler üzerindeki birçok parametreyi de etkilemiştir. Araştırmanın amacı, örgütsel iletişimin (Öİ) işe angaje olma (İAO) üzerindeki etkisinde yaşam tatmininin (YT) aracı rolünü test etmektir. Araştırmada örneklem olarak Karaman Organize Sanayi Bölgesi’nde faaliyetlerini sürdüren ambalaj sektörü çalışanları seçilmiş, ilgili örneklemden yüz yüze anket tekniği kullanılarak veriler toplanmıştır. Araştırmada veri toplama aracı olarak Örgütsel İletişim Ölçeği, İşe Angaje Olma Ölçeği ve Yaşam Tatmini Ölçeği kullanılmıştır. İlgili örneklemden toplanan veriler, SPSS 26 ve Hayes Model 4 programı vasıtasıyla analiz edilmiştir. Analiz sonuçlarına göre, araştırma hipotezlerinin tamamı kabul edilmiştir. Örgütsel iletişim, işe angaje olma ve yaşam tatmini üzerinde anlamlı bir etkiye sahiptir. Buna ek olarak yaşam tatmini ile işe angaje olma arasında da pozitif yönlü ilişki söz konusudur. Son olarak örgütsel iletişimin işe angaje olma üzerindeki etkisinde yaşam tatmininin kısmi aracılık rolü üstlendiği tespit edilmiştir.
This study’s primary purpose is to establish a model of employee
engagement from the perspective of academics in Malaysian private higher educational institutions (PHEIs) that may contribute to the body of knowledge.
It is carried out to determine the mediating role of the meaning of work, a dimension under the higher construct of psychological empowerment, in the relationships between perceived organisational support, job characteristics, and skills utilisation on employee engagement in the context of PHEIs in Malaysia.
Data was collected among 308 academics with a 65% response rate. This study found that the meaning of work partially mediates the relationship between job characteristics and skills utilisation on employee engagement. Thus, this study
recommends that PHEIs should consider prioritising efforts that enhance job characteristics and skills utilisation and streaming the academics based on baskets of tasks or key performance indicators (KPIs) that incorporate their choice of inclination.
Purpose
Grounded in the transformational leadership theory, conservation of resource theory and job demands-resources model, this paper aims to examine the effect of transformational leadership on psychological empowerment and employee engagement of faculty members in Bangladesh and Thailand. This study also integrates Hofstede’s cultural dimensions theory to justify whether transformational leadership could affect psychological empowerment of faculty members in these two countries differently.
Design/methodology/approach
Survey data were collected from a total of 457 faculty members from two universities in Bangladesh ( n = 243) and two universities in Thailand ( n = 241). This study used partial least squares structural equation modeling for analyzing the proposed model.
Findings
The evidence shows that faculty members who worked for department heads and who exhibited transformational leadership demonstrated high level of psychological empowerment and employee engagement. Psychological empowerment also mediates the effect of transformational leadership on employee engagement. Moreover, the degree to which transformational leadership positively affects psychological empowerment is stronger for faculty members in a higher power distance culture (Thailand) than for those faculty members in a lower power distance culture (Bangladesh).
Practical implications
Because human capital plays a crucial role in determining the potential of universities to achieve superior performance, universities should provide leadership training to help department heads understand the key elements of transformational leadership and apply them in their management practices to promote empowerment and engagement of their faculty members.
Originality/value
The finding provides new evidence that broadens the knowledge from existing research about the cross-cultural effectiveness of transformational leadership, which has not been explored in the area of psychological empowerment.
Aim
Junior doctors joining EDs are required to rapidly acquire new knowledge and skills, but there is little research describing how this process can be facilitated. We aimed to understand what would make ED formal induction and early socialisation more effective.
Methods
Qualitative study; informal interviews of junior doctors, consultants and nursing staff and direct observation of clinical interactions, induction and training in a single ED in an English Emergency Department between August and October 2018. We used constant comparison to identify and develop themes.
Findings
New junior doctors identified that early socialisation should facilitate patient safety and a safe learning space, with much of this process dependent on consultant interactions rather than formal induction. Clear themes around helpful and unhelpful consultant support and supervision were identified. Consultants who acknowledged their own fallibility and maintained approachability produced a safe learning environment, while consultants who lacked interest in their juniors, publicly humiliated them or disregarded the junior doctors’ suggestions were seen as unhelpful and unconstructive.
Conclusion
Effective socialisation, consistent with previous literature, was identified as critical. Junior doctors see consultant behaviours and interactions as key to creating a safe learning space.
To meet the shifting needs and preferences of the contemporary sales workforce, sales organizations are deploying idiosyncratic deals (I-deals), or mutually beneficial individualized workplace arrangements between salespeople and the organization. However, research is lacking on how, and under what conditions, I-deals facilitate work engagement and performance among salespeople. In this study, based on analysis of data gathered from 221 business-to-business salespeople, we demonstrate that I-deals are positively related to two foci of salesperson work engagement (i.e., social engagement and change engagement) and salesperson performance. Furthermore, we find that ethical self-leadership, which is driven by ethical leadership, functions as an internal self-governance mechanism that strengthens the impact of I-deals on salesperson work engagement. Based on these results, we delineate novel theoretical and practical implications on the role of I-deals in facilitating effective sales talent management.
The workplace is a formal setting in which coordinated action sequences produce outcomes in terms of services and products. Such action sequences largely depend upon the quality of relationships and communication that become central to the effective functioning of an individual and an organization. In this context, emotions play a vital role in determining the way people pay attention, make decisions, communicate, collaborate, and contribute to organizational effectiveness. While emotions are approached from many perspectives, it is generally agreed that they are consistent discrete responses to internal/external stimuli that have relevance. These responses are functional and take negative and positive forms. Emotional responses, when exhibited for a more extended period, become stable dispositions. The yardstick to measure human efficiency has evolved and filtered into a more refined format, which now includes a vital aspect of human behavior: emotional intelligence (EI). Against this backdrop, this chapter examines the theoretical advances in conceptualizing EI and its influence on leadership, motivation, self-efficacy, and personal and professional development. Finally, an assessment of the impact of coaching and training to enhance EI and thus improve efficiency and effectiveness is made and the relationship of EI with culture is delineated.
Studied changes across time in measures of organizational commitment and job satisfaction as each related to subsequent turnover among 60 recently employed psychiatric technician trainees. A longitudinal study across a 101/2-mo period was conducted, with attitude measures (Organizational Commitment Questionnaire and Job Descriptive Index) collected at 4 points in time. Results of a discriminant analysis indicate that significant relationships existed between certain attitudes held by employees and turnover. Relationships between attitudes and turnover were found in the last 2 time periods only, suggesting that such relationships are strongest at points in time closest to when an individual leaves the organization. Organizational commitment discriminated better between stayers and leavers than did the various components of job satisfaction. (36 ref) (PsycINFO Database Record (c) 2012 APA, all rights reserved)
This paper presents one conceptualization of how job involvement and organizational commitment could interact to affect turnover and absenteeism.
Administered questionnaires to 291 scientists working in research and development laboratories. Results of a factor analysis indicate that job-involvement attitudes, higher order need-satisfaction attitudes, and intrinsic-motivation attitudes should be thought of as separate and distinct kinds of attitudes toward a job. These 3 types of attitudes related differentially to job design factors and to job behavior. Satisfaction proved to be related to such job characteristics as the amount of control the job allowed the holder and the degree to which it is seen to be relevant to the holder's valued abilities. Satisfaction was not related to either self-rated effort or performance. Job involvement, like satisfaction, bore a significant relationship to certain job characteristics; unlike satisfaction, however, involvement was positively related to self-rated effort. Intrinsic motivation was less strongly related to the job characterisitcs measured, but was more strongly related to both effort and performance than was either satisfaction or involvement. (15 ref.) (PsycINFO Database Record (c) 2012 APA, all rights reserved)
Examined the effect of job involvement upon the relationship between perceived leader behaviors and confidence and trust in the leader. 112 civil service and military engineering employees were subdivided into 2 groups on the basis of their job involvement scores. Results show that high-job-involvement Ss tended to have significantly lower correlations between confidence and trust and leadership variables.
The purpose of the present research was to define job involvement, develop a scale for measuring it, gather evidence on the reliability and validity of the scale, and to learn something about the nature of job involvement through its correlation with other job attitudes. This paper describes the development and validation of a scale measuring job involvement, the resulting scales, the relation between job involvement, and other job attitudes. (PsycINFO Database Record (c) 2006 APA, all rights reserved).
Research in organizational behavior focuses on expressed and felt emotions as indicators of employee health and satisfaction. In contrast, less conceptual and empirical work addresses the display of feelings as part of the job. This paper proposes a conceptual framework to guide theory development and research about the causes, qualities, and consequences of emotions that are expressed to fulfill role expectations.
In this report the job attitudes of workers in two assembly plants were examined by applying a factor analysis to data obtained from a content analysis of interviews. For both plants the attitude variables could be described as the following three independent factors: affective components, instrumental components, and job involvement. In the auto assembly plant technological variables describing the jobs broke down into two independent factors, one dealing mainly with the variety present in the job, and the other with physical strain, mechanical pacing, and the like; these were termed variety and assembly-line syndrome respectively. In the electronics assembly plant one technological factor accounted for all the variance in jobs except that of utility operator. It was concluded that this pattern of attitude factors constitutes a replication, with different methods and a different sample, of the work of Herzberg et al. and that there may therefore be some general theoretical basis for the distinction between the "satisfiers" and "motivators" as expressive and instrumental aspects of job attitudes respectively. Finally, possibilities for changing the nature of the assembly-line job were examined.
A study of approximately 1,600 job transitions is used to test the assumption made in several organizational literatures that the mix of activities in a job is established in advance of and independent of the characteristics of any particular individual. Based on alternative theories and prior research, the paper defines and measures the occurrence of idiosyncratic jobs whose duties reflect the interests or abilities of current employees (evolved jobs) or others (opportunistic hires). Idiosyncratic jobs account for between 7 and 12 percent of new jobs in a highly formalized system in which such jobs should be least likely to be found. Some theory suggests that such jobs should be harmful, while other theory and field research suggest they may also be the product of benign opportunism by managers in response to ambiguity and uncertainty. This paper identifies six conditions argued to embody such ambiguity and uncertainty and tests the proposition that they enhance the creation rate of idiosyncratic jobs. The results, while modest, support the hypothesis that both types of idiosyncratic jobs occur more frequently when there is change in size and that evolved jobs occur more frequently under conditions of mission ambiguity and resource uncertainty.
In the 1955 competition for the Helen L. DeRoy Award, two papers were judged of sufficient excellence to share equally in the prize of $500. Social Problems is happy to publish both of these in the present issue. One, by Robert Dubin, appears below; the other, by Melvin Seeman, begins on page 142.
This paper summarizes and integrates research concerned with a long-neglected topic in psychology: the relationship between conscious goals and intentions and task performance. The basic promise of this research is that an individual's conscious ideas regulate his actions. Studies are cited demonstrating that: (1) hard goals produce a higher level of performance (output) than easy goals; (2) specific hard goals produce a higher level of output than a goal of “do your best”; and (3) behavioral intentions regulate choice behavior. The theory also views goals and intentions as mediators of the effects of incentives on task performance. Evidence is presented supporting the view that monetary incentives, time limits, and knowledge of results do not affect performance level independently of the individual's goals and intentions. A theoretical analysis supports the same view with respect to three other incentives: participation, competition, and praise and reproof. Finally, behavioral intentions were found to mediate the effects of money and “verbal reinforcement” on choice behavior. It is concluded that any adequate theory of task motivation must take account of the individual's conscious goals and intentions. The applied implications of the theory are discussed.
The abstract for this document is available on CSA Illumina.To view the Abstract, click the Abstract button above the document title.
Constructed a model that explains how roles are used to control work and anxiety in a bureaucratic context and that provides a means of interpreting the behavior of others in this context. The model includes unconscious role assumption and unconscious imposition of elements to role formation and maintenance as well as D. Katz and R. Kahn's (1978) traditional conception of roles as a set of "written and coded presentations." Four exhibits outline the relationships of the human performance dimensions of position, overt role, covert role, and defense mechanisms. Five neurotic defense mechanisms (i.e., perfectionist, arrogant-vindictive, narcissistic, self-effacing, and resigned tendencies) and a normal coping strategy (i.e., intentionalist tendencies) are described. Situational examples are given to illustrate application of the model to real-life problems. It is suggested that role should be used as a vehicle to clarify expectations and individual needs that emerge in the discomfort and anxiety over uncertainty, rather than as a way to suppress and deny legitimate feelings that are expressed in covert role performances. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
begin by exploring the key features of self-managing performing units, with special attention to how authority is distributed between those who execute work and those whose responsibilities are mainly managerial
identify the key behaviors that distinguish self-managing from traditional organizations, and review evidence on the relative effectiveness of self-managing organizational units
turn to the major conceptual question of this chapter: what conditions foster and support a kind of self-management that will contribute both to personal well-being and to the achievement of collective objectives / existing research and theory suggest five such conditions, each of which is described and discussed
conclude with an exploration of the implications of the material for organizational leadership and for research and theory on the psychology of work behavior (PsycINFO Database Record (c) 2012 APA, all rights reserved)
Communicating is an art. Words are its vehicle, and its goal is to convey ideas from person to person. In this article, Gibb treats communication as an interpersonal process that is greater than the sum of the words used. His analysis shows the nurse administrator ways to avoid arousing defensive behavior. The nurse administrator who understands that defensive behavior can block effective communication will be able to act in a way that conveys ideas, and can better work toward solving managerial problems.
For several months, nurses completed ratings of the degree to which certain events relevant to absence were present during each of their scheduled workdays. The event ratings for days when the nurses decided to be absent were then compared with those for days when the nurses attended. As expected, certain events, such as ill health and tiredness, tended to covary and proved to be consistently related to absenteeism across nurses. Also as expected, some events that were not especially relevant for the nurses as a whole, like having a sick family member or friend and concerns about previous poor attendance, nonetheless emerged as being relevant to the absence behavior of certain individuals. Finally, some events were consistently related to the nurses' expressed desire to be absent but not to actual absences. We discuss these differences from two perspectives, one emphasizing the role of attribution bias and the other, a two-stage process in which such bias has no major role.