Effect of learning goal orientation on work engagement through job crafting

Matsuo, Makoto

doi:10.1108/pr-11-2017-0346

Cited by 60 publications

(77 citation statements)

References 56 publications

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“…Thus, besides designing supportive organizational initiatives, organizations should also stimulate employees’ willingness to dedicate physical, cognitive, and emotional resources to their work [83]. To achieve this, managers can help employees to acquire and maintain job resources through job crafting and leisure crafting [84,85,86,87].…”

Section: Discussionmentioning

confidence: 99%

Bridging the Gap between Affective Well-Being and Organizational Citizenship Behavior: The Role of Work Engagement and Collectivist Orientation

Xie

Chung

2019

IJERPH

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Workplace well-being has received considerable attention over the past decade. Relative to the positive relationship between affective well-being and in-role performance, the relationship between affective well-being and extra-role performance has received little empirical attention. The purpose of this study was to examine the relationships among affective well-being, work engagement, collectivist orientation, and organizational citizenship behavior. Specifically, we tested this model with a sample of 264 employees from a telecom company in China. We found that: (1) affective well-being was the positive predictor of organizational citizenship behavior (B = 0.482, p < 0.001); (2) work engagement mediated the relationship between employee affective well-being and organizational citizenship behavior (indirect effect = 0.330, p < 0.001); and (3) collectivist orientation moderated the relationship between affective well-being and work engagement (B = 0.113, p < 0.01) and affective well-being and organizational citizenship behavior (B = 0.084, p < 0.05). Our discussion highlights the benefits of understanding the role of work engagement and cultural values with regard to the relationship between affective well-being and organizational citizenship behavior.

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Section: Discussionmentioning

confidence: 99%

Bridging the Gap between Affective Well-Being and Organizational Citizenship Behavior: The Role of Work Engagement and Collectivist Orientation

Xie

Chung

2019

IJERPH

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“…Multiple researchers support the notion that when managers are supportive of the employees, they perform better at job due to lesser stress level and encouraging behavior of their immediate supervisors (Kiazad et al, 2019;Taghipour & Dejban, 2013). Job performance which is influenced by numerous factors is realized when an individual is able to successfully achieve the task appointed to him/ her under subject to less constraints at the work place (Matsuo, 2019;Yozgat et al, 2013).…”

Section: Introductionmentioning

confidence: 99%

Work conditions and job performance: An indirect conditional effect of motivation

Bashir

Amir

Jawaad

et al. 2020

Cogent Business & Management

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The current research investigated the indirect conditional effect of motivation and job satisfaction between work conditions-job performance relationships in the telecomm sector of Pakistan. This is a survey-based study and the questionnaire was developed using pre-established scales. The sample consisted of full time employees in telecommunication sector of Lahore and Karachi. Partial least square structural equation modeling was conducted to explore the relationships between Work conditions and Job performance. The research on work conditions of organizations in emerging economies is still inadequate. Preceding scholars have mainly focused on various factors to enhance the performance of the employees such as training and job redesigning. This study focused on how healthy workplace conditions aid the employee to raise their satisfaction level and efficiency. These important issues have strong managerial implications since utilitarian managers face tough choices in assigning their restricted resources and in prioritizing strategic initiatives. Our finding that work conditions contribute positively to efficiency of employees recommends that firm can reap benefits by adopting such Aideed Bashir

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“…In our analysis, we controlled for age, gender and organizational tenure as these factors have been found to influence employee work engagement (e.g. Bakker et al, 2005;Matsuo, 2019). Table 1 presents the means, standard deviations and bivariate correlations among the study variables.…”

Section: Methodsmentioning

confidence: 99%

Linking performance pressure to employee work engagement: the moderating role of emotional stability

Kundi¹,

Sardar²,

Badar³

2021

Preprint

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PurposeThe purpose of this paper is to investigate the mediating role of threat and challenge appraisals in the relationship between performance pressure and employees' work engagement, as well as the buffering role of emotional stability, as a personal characteristic, in this process.Design/methodology/approachData were collected using a three-wave research design. Hypotheses were examined with a sample of 247 white-collar employees from French organizations.FindingsPerformance pressure is appraised as either threat or challenge. Challenge appraisal positively mediated the performance pressure and work engagement relationship, whereas threat appraisal negatively mediated the performance pressure and work engagement relationship. Emotional stability moderated these effects, suggesting performance pressure was appraised as a challenge rather than a threat, which then enhanced employee work engagement.Practical implicationsThis study has shown that employees with high emotional stability who perceived performance pressure as a challenge achieved stronger employee work engagement.Originality/valueBuilding on Lazare's theory of stress and Mitchell et al. 's theorization, this research demonstrates mediating and moderating mechanisms driving the role of performance pressure on employee work engagement relationships.

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Effect of learning goal orientation on work engagement through job crafting

Cited by 60 publications

References 56 publications

Bridging the Gap between Affective Well-Being and Organizational Citizenship Behavior: The Role of Work Engagement and Collectivist Orientation

Bridging the Gap between Affective Well-Being and Organizational Citizenship Behavior: The Role of Work Engagement and Collectivist Orientation

Work conditions and job performance: An indirect conditional effect of motivation

Linking performance pressure to employee work engagement: the moderating role of emotional stability

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