Antecedents and consequences of employee engagement: Evidence from corporate sector of Pakistan

Iqbal, Javed; Shabbir, Muhammad Salman; Zameer, Hashim; Ahmed, Imtiaz; Ahmad, Moeed

doi:10.24312/paradigms110113

Cited by 20 publications

(21 citation statements)

References 36 publications

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“…An emerging phenomenon and current 'buzzword' in business and psychology literature is Employee Engagement (EE). This is a term that has generated significant interest in the business and human resources community (Zhang, Avery, Bergsteiner & More, 2014;Ünal & Turgut, 2015;Iqbal, Shabbir, Zameer, Khan, & Sandhu, 2017). Zhang et al (2014) describes EE as, "a heightened emotional and intellectual connection that an employee has for their job, organisation, manager, or co-employees that, in turn, influences their ability to apply additional discretionary effort to their work" (p. 271).…”

Section: Employee Engagementmentioning

confidence: 99%

“…According to Gupta (2015) to improve EE, there must be a significant focus on encouraging employees to become involved in decision-making, creativity, innovation, educational opportunities and communication. Thus, managers are likely to experience an increase in emotional and intellectual commitment from their employees (Iqbal, et al, 2017). The advantage of an engaged and committed workforce is that it provides management with another valuable resource for decision-making and planning processes, as employees are encouraged to become involved at different levels of an organisation (Iqbal, et al, 2017;Ünal & Turgut, 2015).…”

Section: Employee Engagementmentioning

confidence: 99%

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Employee welfare: Developing change strategies to address empathy burnout in caring professions

Turner¹,

Gill²

2019

Scope (Flexible Learning)

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INTRODUCTIONThe general health and wellbeing of an organisation's workforce, also referred to as employee welfare, remains a crucial component in organisational and leadership planning. At the level of an individual, welfare is often related to one's level of satisfaction, engagement and dedication. At the organisational level, welfare can be associated with productivity, turnover, and employee relationships. An employee's welfare, particularly in a caring profession, is often subject to the emotionally demanding needs of their patients, which significantly affects their ability to remain empathic and compassionate towards others, and themselves. Empathy, like any emotional resource, can be exhausted if not replenished often. Compassion fatigue, also known as empathy burnout, is an emotional state experienced by those working in emotionally demanding roles, such as healthcare professionals, police service and social workers. The common symptoms of empathy burnout include depression, anxiety, absenteeism and lethargy. At an organisational level, it is imperative that leadership decisions consider the implications of their profession to the wider workforce, and so develop strategies to prevent empathy burnout. This paper explored the perspectives of employee welfare at a local hospital to develop strategies for change that may assist caring professionals in managing their stress and maintaining levels of empathy. From the exploratory research project, strategies emerged that could be actioned to improve employee welfare across the organisation. These strategies for change included strengthening communication lines to eliminate barriers to support, bolstering the existing employee assistance programme, developing resilience training schemes, and closing the gap between executive leadership and staff. Caring professions are positions/roles including but not limited to nursing, clinicians, physicians, paramedics, mental health employee, caregiving, counsellors, physiologists, orderly and welfare officers.Emotional intelligence research remains an area of interest across industries, particularly in human resources management and the healthcare industry (Kurup & Rishi, 2016). The need for this research originated from the desire of a Health and Safety Manager to understand the current state of employee welfare within their organisation, and explore related benefits available in their workforce. The aim was to understand perspectives of employee welfare at the hospital at the focus of this research, and compare findings between managerial and non-managerial employees. To achieve this aim, a series of semi-structured interviews and quantitative surveys were undertaken with hospital employees including those working in clinical areas, management and administration. Though the sample size of this research was small, the findings revealed a valuable snapshot of employee welfare within the hospital, and and potentially, wider implications.The questionnaire items that were developed from existing research, assessed three speci...

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Section: Employee Engagementmentioning

confidence: 99%

Section: Employee Engagementmentioning

confidence: 99%

Employee welfare: Developing change strategies to address empathy burnout in caring professions

Turner¹,

Gill²

2019

Scope (Flexible Learning)

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“…Besides, to achieve upper hand, psycap has turned into a primal key methodology (Sarwar, Nadeem, & Aftab, 2017). All the while, WE is critical for the general achievement in the banking sector of Pakistan (Iqbal, Shabbir, Zameer, Khan, & Sandhu, 2017). In the present situation, employees need to thoroughly consider how to cope with changing work environmnet.…”

Section: Introductionmentioning

confidence: 99%

Predictors of Job Performance: Emotional Intelligence, Psychological Capital and Proactive Personality

2019

IJRTE

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The achievement of a whole organization relies on the performance of the representatives and employers are always concerned with enhancing job performance of employees. In this time of globalization, organizations are utilizing trend setting innovations, to guarantee the general achievement, there is a desperate need of skilled workers. This paper explores the significance of individual factors as an antecedent to employee job performance. As past studies have discovered that high emotional intelligence decidedly influence workers' performance and psychological capital is a constructive mental condition of advancement that can be a predictor of wanted performance results while past investigations additionally analysed that self-started proactive behavior is increasingly important for better performance. Existing studies recognizes a need to investigate factors that can enhance job performance. Taking a clue from past researches, we propose an integrative framework connecting the three independent variables to dependent variable i.e. job performance. To get a more profound comprehension of the construct, we propose work engagement as a mediator that will clarify the relationship between emotional intelligence, psychological capital and proactive personality with the job performance. At the end, we presume that these three predictors, emotional intelligence, psychological capital and proactive personality are key variables that will help in better job performance of employees.

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“…Job satisfaction's sub-factors (co-workers, promotion, regulation opportunities for advancement and pay) are significant factors for the study of employee's job satisfaction. Iqbal, J., Shabbir et al, (2017) research pay, better work atmosphere, and growth opportunities are influential in respect to the public sector's work satisfaction. Working atmosphere & pay scale effects employee's job satisfaction, such effect may be positive or negative on the basis of the above-mentioned pre-requisition.…”

Section: Introductionmentioning

confidence: 99%

Effect of Motivational Factors on Job Satisfaction of Administrative Staff in Telecom Sector of Pakistan

Wen¹,

Butt²,

Khan³

et al. 2018

HRR

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The present study discussed the motivational factors of Herzberg two factor theories in the perspective of the administrative staff of the telecom sector of Pakistan. The study investigates whether these motivational (intrinsic) factors and hygiene (extrinsic) factors affect the job satisfaction of administrative staff and their influence on telecommunication sectors. The motivational (intrinsic) factors i.e. recognition, the job itself, responsibility, professional growth. Hygiene (extrinsic) factors i.e. senior management, the role of supervisor, good relation with coworkers. The study also revealed some other factors of human resource development career development, responsibility, compensation and benefits and working atmosphere which are associated with the job satisfaction of administrative staff in the telecom sector in Pakistan.This paper is more inclined towards an exploratory study, were to explore the more important of the topic; the study used a convenience sampling technique to collect data from the administrative staff of telecom sector of Pakistan. The final sample consisted of 150 respondents who are currently working in the telecom sector. Descriptive statistics, correlational and linear regression analysis was used to test hypotheses.The output of this study is revealed that of telecom motivation factor intrinsic positive significant impact on job satisfaction, compensation and benefits has an impact on job satisfaction, the career development is also associated with the job satisfaction of administrative staff, responsibility of work is positively associated with the job satisfaction of telecom.

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Antecedents and consequences of employee engagement: Evidence from corporate sector of Pakistan

Cited by 20 publications

References 36 publications

Employee welfare: Developing change strategies to address empathy burnout in caring professions

Employee welfare: Developing change strategies to address empathy burnout in caring professions

Predictors of Job Performance: Emotional Intelligence, Psychological Capital and Proactive Personality

Effect of Motivational Factors on Job Satisfaction of Administrative Staff in Telecom Sector of Pakistan

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