Orientation: Jobs in the financial services industry are in constant flux because of the ever-changing nature of the products and services provided to customers. This could result in employee disengagement and turnover intention.Research purpose: The purpose of the study was to examine the role of job crafting, proactive personality and meaningful work in predicting employee engagement and turnover intention among employees in the financial services industry based on the central tenets of the Job Demands-Resources theory.Motivation for the study: Organisations or incumbents may redesign jobs. The self-initiated proactive behaviour that incumbents exhibit to shape the meaning of their work is known as job crafting. The relationships that exist among job crafting, proactive personality, meaningful work, employee engagement and turnover intention were, therefore, investigated.Research design, approach and method: A quantitative cross-sectional survey design was used to gather primary data in service-providing firms across South Africa (n = 391).Main findings: Results demonstrated that job crafting, proactive personality and meaningful work significantly predict variance in employee engagement and turnover intention.Practical and managerial implications: Specific human resource practices and interventions are proffered to foster job crafting, proactivity and meaningful work and, in doing so, address employee disengagement and turnover intention.Contribution or value-add: The study highlights the importance of encouraging employees to craft their jobs as it has specific implications for prominent work-related outcomes, such as employee engagement and turnover intention, among employees in the financial services industry.
The aim of this study was, firstly, to identify the most salient antecedents of variance in employee engagement amongst teachers and, secondly, to explore the relational dynamics that exist amongst these antecedents. Motivation for the study:The study was motivated by the intention to inform human resource practices and interventions that can be adopted to facilitate optimal teacher engagement and subsequently performance. Research approach/design and method:A modified version of the interactive qualitative analysis (IQA) methodology was adopted to generate and collect primary qualitative data, but the data analysis was performed in accordance with the prescribed methodology. Initial (n = 37) and follow-up (n = 28) individual interviews were conducted amongst teachers from 12 mainstream public schools in the Cape Winelands education district. Main findings:Teacher-level, school-level, community-level and societal-level determinants were identified that explain variance in employee engagement amongst teachers.Practical/managerial implications: Human resource practices and interventions that may nurture employee engagement amongst teachers are recommended. Contribution/value-add:This study identified the most salient antecedents of variance in employee engagement amongst teachers in the Cape Winelands District and the findings allow for a number of recommendations regarding interventions to facilitate teacher engagement and ultimately performance.
Orientation: Consistent with the central tenets of the job demands-resources theory, research has shown that personal resources foster employee engagement. There is, however, a gap in the literature, as limited research has explored the relational dynamics amongst personal resources.Research purpose: Firstly, to explore the relational dynamics amongst personal resources and, secondly, to determine its consequences for employee engagement.The motivation of the study: Employees possess multiple personal resources. In consideration of this, the researchers propose that it is necessary to adopt a structural model to capture the interrelatedness of the personal resources phenomenon and its consequences for employee engagement.Research approach/design and method: A quantitative cross-sectional survey design was used in the study to collect primary data amongst teachers from public schools located across the Western Cape province (n = 353).Main findings: The results of the study demonstrated that personal resources are related to each other and, in turn, foster employee engagement.Practical/managerial implications: The researchers recommend human resource interventions that can be developed and implemented to cultivate personal resources, specifically emotional intelligence, work locus of control, psychological capital and calling orientation.Contribution/value-add: A structural model was adopted to explore the relational dynamics amongst personal resources. This enabled the researchers to capture the complexity of the personal resources phenomenon and its consequences for employee engagement.
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