Building a Thriving Organization: The Antecedents of Job Engagement and Their Impact on Voice Behavior

Kim, Jinhee; Lee, Soojin; Byun, Gukdo

doi:10.3390/su12187536

Cited by 8 publications

(13 citation statements)

References 51 publications

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“…Existing studies have found that thriving at work is related to a wide range of positive effects on employees’ attitudes, behavior, and performance. Thriving is related to a series of (i) attitude variables, such as job satisfaction ( Porath et al, 2012 ; Kleine et al, 2019 ), life satisfaction ( Flinchbaugh et al, 2015 ), job engagement ( Ren et al, 2015 ; Abid, 2016 ), organizational commitment ( Kleine et al, 2019 ), career adaptability ( Jiang, 2017 ), attitude toward self-development ( Spreitzer, 2005 ; Paterson et al, 2014 ), less job strain and burnout ( Porath et al, 2012 ); (ii) behavior variables, such as organizational citizenship behaviors ( Porath et al, 2008 ), innovative work behavior ( Wang T. et al, 2019 ; Wang Z. et al, 2019 ), voice behavior ( Kim et al, 2020 ), taking-charge behavior ( Zeng et al, 2020 ), less turnover intention and absenteeism ( Abid, 2016 ); and (iii) some index variables, such as health ( Walumbwa et al, 2017 ) and performance ( Elahi et al, 2019 ). It also promotes organizational climate, performance ( Spreitzer and Porath, 2013 ) and thriving at home ( Porath et al, 2012 ).…”

Section: Literature Review and Research Hypothesismentioning

confidence: 99%

The Impact of Challenge and Hindrance Stressors on Thriving at Work Double Mediation Based on Affect and Motivation

Yang

2021

Front. Psychol.

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Although the relationship between stressors and thriving at work has been established, the linkage between them is still in the early stages of theory development. This study proposed a two-path model, based on Lepine’s stressors-performance model, to analyze the effects of the stressors on the thriving at work. Two complementary mediating paths were proposed, i.e., affective strain (positive affect) and motivation (self-efficacy), which were explained using affective events theory and expectancy theory, respectively. Based on the empirical data from 233 employees, the results show that challenge stressors could enhance employees’ positive affect and self-efficacy, thus leading to thriving at work; on the contrary, hindrance stressors would result in negative influences. In addition, it is also found that the effect of affective path tend to be greater than that of motivation path, which could provide a practical guide for organizations to effectively apply stress management and to promote employees thriving at work.

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Section: Literature Review and Research Hypothesismentioning

confidence: 99%

The Impact of Challenge and Hindrance Stressors on Thriving at Work Double Mediation Based on Affect and Motivation

Yang

2021

Front. Psychol.

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“…Age and work experience of the respondents were treated as ratio variables. The control variables were chosen as per earlier researches similar to the present one (Kim et al. , 2020).…”

Section: Methodsmentioning

confidence: 99%

Linking employee perceptions and employee attitudes through their levels of organizational identification: a field investigation in India

Biswas

2022

IJOTB

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PurposeDespite organizational socialization and support, contemporary managers often perceive employees to be less engaged and attached to their workplace, multiplying their workload with unsolicited vexations and worries. In this connection, the purpose of this paper is to explore and possibly confirm the ameliorative role of organizational identification as a mediator between employees' perceptions of organizational support and justice and their favorable association to their levels of engagement and attenuation of their intentions to quit.Design/methodology/approachSuitable theories such as the social exchange and fairness heuristics theories were examined to select and support the study constructs. Accordingly, the literature was reviewed to formulate the study hypotheses and connect them through a conceptual latent variable model (LVM). Data were collected from 402 full-time managerial executives all over India. The data thus collected were subjected to structural equation modeling (SEM) procedures.FindingsAll the measures used in this study had acceptable reliabilities as indicated by their Cronbach's Alpha values. Based on the SEM procedures all the study hypotheses and one of the competing LVMs labeled as LVM5 was finally accepted.Originality/valueThe distinctive feature of this study is the theoretical compilation of all the study constructs in one LVM and subsequent empirical verification of the same. This study is, perhaps, the first of its kind to examine the implications of such justice-based perceptions of social exchange relations between employees and their organizations in India more so, since it considers support and justice to complement each other as an interactive whole.

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“…At the same time, employees with high work engagement value their work, and they are motivated to work hard to make their working conditions more satisfying [40]. Compared to employees with lower work engagement, employees with higher work engagement are more attached to the organization and have more positive attitudes toward work, which increases their willingness to engage in voice behavior [52].…”

Section: Mediating Effects Of Work Engagementmentioning

confidence: 99%

How Does Emotional Labor Influence Voice Behavior? The Roles of Work Engagement and Perceived Organizational Support

Wang

2021

Sustainability

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Promoting employee voice behavior is important for the sustainable development of organizations. Drawing on conservation of resources theory, the study examined the association between emotional labor and employee voice behavior and the mediation of work engagement in this relationship. Surveys were collected at two time points, four weeks apart, from 629 employees in the service industry in China. The results show that surface acting is negatively related to work engagement and that deep acting is positively related to work engagement. Employees’ work engagement is positively associated with voice behavior. Hence, work engagement appears to be a mediating variable that translates the emotional labor into voice behavior. Moreover, perceived organizational support moderates the relationship between emotional labor and voice behavior. The theoretical and practical implications of these findings are discussed.

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Building a Thriving Organization: The Antecedents of Job Engagement and Their Impact on Voice Behavior

Cited by 8 publications

References 51 publications

The Impact of Challenge and Hindrance Stressors on Thriving at Work Double Mediation Based on Affect and Motivation

The Impact of Challenge and Hindrance Stressors on Thriving at Work Double Mediation Based on Affect and Motivation

Linking employee perceptions and employee attitudes through their levels of organizational identification: a field investigation in India

How Does Emotional Labor Influence Voice Behavior? The Roles of Work Engagement and Perceived Organizational Support

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