Do psychological and sociological capitals predict employee engagement

Abstract

Employee engagement is a concept that is capable of predicting various employee outcomes. It could directly influence the success of any organization and its overall financial performance. The present study was undertaken to determine the relationship between Psychological and Social capitals and employee engagement. Data for the study was collected randomly from 395 respondents. Structural equation modeling was used to analyze the collected data. The data was found to be powerfully fitting, with all the indices having values above the thump's identified rules. The results indicated positive relationships between the constructs. The results of the study have multiple theoretical and practical implications.

Social Capital Factors Fostering the Sustainable Competitiveness of Enterprises

“…The dependencies determined are consistent with the conclusions obtained in previous studies in this direction, in particular, regarding the importance of the influence of internal components of social capital [66], especially such components as the psychological climate, positive interpersonal relations at the enterprise [45,46,54] and corporate culture [9,28,60,61]. Among the factors of relational SC, the importance in forming a positive image of the enterprise was confirmed not only in our study, but also in the works of Al Kahtani et al [53], Luo et al [54] and Samoliuk et al [36]. In addition, one of the most important structural SC components is a strategic partnership with suppliers and customers; its impact on competitiveness is also proven in studies of Almazroi et al [30]; Khan et al [31], Nikodemska-Wotowik et al [32], Stocker and Várkonyi [33] and Bilan et al [71].…”

“…Scientists consider SC as a factor of the firm performance growth through direct influence, in particular, in implementing actions aimed at social capital development in business strategies of organizations [47,48], or indirectly in enterprise resource planning [49], development of corporate culture and overall internal business environment [50,51], leadership in the light of CSR practices [52], programs of employee engagement [53][54][55] and enterprises cooperation development for competitiveness increase [56,57]. In this regard, special attention is devoted to entrepreneurs' social networks and issues of social relations between entrepreneurs [58] and buyer-supplier relationship management in forging competitive advantages [59].…”

Entrepreneurial Social Capital and Performance of Micro, Small, and Medium Enterprises

“…Researchers have considered social capital as a key component of improving the performance of the organization through direct influence, including inclusion in the business strategies of organizations (Marjański & Sułkowski, 2021;Nguyen et al, 2020;Perez et al, 2020), or indirectly through enterprise resource planning (Akimova et al, 2020), quality of business environment assessment (Čepel, 2019;Tarí et al, 2020), customer loyalty and purchase intentions (Khan et al, 2021), employee engagement (AlKahtani et al, 2021;Roto et al, 2018;Samoliuk et al, 2021;Smolarek & Sułkowski, 2020), financial inclusion of enterprises in business clusters (Onodugo et al, 2021), cooperation of enterprises for increased competitiveness (Kokthi et al, 2021;Matijová et al, 2019), and transparency in the business environment (Shkolnyk et al, 2020).…”