Employee Engagement – the Emergence of a New Construct?

McBain, Richard

doi:10.1177/174578660601700403

Cited by 13 publications

(13 citation statements)

References 10 publications

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“…A number of empirical studies have been done on the relationship between job satisfaction and employee engagement and other related constructs. Work has been done on antecedents of job satisfaction and engagement (Mcbain, 2006; Schleicher et al, 2004; Yeh, 2013). However, little research has been carried to study levels of job satisfaction among working employees.…”

Section: Discussionmentioning

confidence: 99%

“…Similarly, Burke and MacDermid (1999) conducted a study and found that there is a negative relationship between workaholism and job satisfaction. Mcbain (2006), in his study, reported that senior executes of an organization are highly engaged with their work; however, employees of line level and hourly paid have the least level of involvement or engagement with organizations. Supervisors have the tendency of being strongly enthusiastic and persistent, are more motivated, and have the intensity and concentration in their work in comparison with employees of line level.…”

Section: Job Satisfaction and Work Engagementmentioning

confidence: 96%

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Job Satisfaction and Work Engagement: A Study Using Private Sector Bank Managers

Garg

Dar

Mishra

2017

Advances in Developing Human Resources

117

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The Problem. In today's dynamic environment, organizations face difficulties in retaining their talented employees. Although there are several studies that link job satisfaction with work engagement, a closer examination is needed to understand whether it is intrinsic or extrinsic job satisfaction that enhances work engagement. This shows that the job satisfaction is the key driver of work engagement. So, the purpose of this article is to study the level of job satisfaction among the managers at various hierarchical levels of private sector banks in India and also to study the relationship between job satisfaction and work engagement among managers at various hierarchical levels. The Solution. This study follows the descriptive research design, and data were collected by standardized questionnaire developed by Minnesota and by Schaufeli's Satisfaction Questionnaire, and data were collected from the 148 managers at various hierarchical levels working in private sector banks in India. To attain the objectives, the descriptive statistics and regression analysis have been used. The results show that the managers who are working in private sector banks are more satisfied with intrinsic job satisfaction rather than extrinsic job satisfaction and also found that there is positive relationship between job satisfaction and work engagement among managers at various hierarchical levels of private sector banks in India. The limitation of this study is data were collected at a single point of time. The Stakeholders. Stakeholders of this study include private sector bank managers at various hierarchical levels and human resource managers of organizations having hierarchical management system where management is focused toward employee satisfaction and retention in the organization. Consultation agencies dealing in human resource practices, research agencies, and research scholars are other stakeholders as it will be literature for further studies.

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Section: Discussionmentioning

confidence: 99%

Section: Job Satisfaction and Work Engagementmentioning

confidence: 96%

Job Satisfaction and Work Engagement: A Study Using Private Sector Bank Managers

Garg

Dar

Mishra

2017

Advances in Developing Human Resources

117

View full text Add to dashboard Cite

show abstract

“…The concept of Employee engagement is evolving in many fields such as human resources, employee relations, organizational behaviour, development and organisational [8] The two main points of debate around engagement are: Firstly, engagement is considered as collection of behaviours that not limited to being engaged but also includes the behaviours which might track back from this state (such as focused performance). Many authors support this argument such as [9 10].…”

Section: Introductionmentioning

confidence: 99%

The Impact of Motivation on Organisational Citizenship Behaviour (OCB): The Mediation Effect of Employees’ Engagement

Shaaban¹

2018

JHRM

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Employee motivation and citizenship behaviours have become important issues in human resource development (HRD). This study examines the relationship between employee motivation, and Organizational Citizenship Behaviours (OCB). The objectives of this research have two folds: (1) to show to what extent does employees' motivation in the Egyptian governmental sector can affect OCB. (2) To investigate the mediation role of employees' engagement in the employee motivation-citizenship behaviours relationship. This study was applied at Ministry of Civil Aviation (MOCA) where a sample consists of 300 employees working in (MOCA) were chosen based on their participation in the "future leaders program (FLP)" implemented by the ministry as part of Egyptian strategy 2030. The participants of the FLP were chosen by the ministry based on two criteria: having postgraduates' qualification and aged between 30 and 45. A mixed design that combining both qualitative and quantitative methods was applied through questionnaires, in-depth interviews and PLA (Participatory Rapid Approach) using focus groups. A statistical SPSS used to test the hypothesized relationships regression, correlation, Hierarchal multiple regression analysis was used. The study' results revealed that OCB can be developed throughout the application of extrinsic motivation more than intrinsic motivation among employees in the MOCA. The mediation role of employees' engagement was supported. The study recommended that Ministry should increase the engagement task for highly qualified employees in clear structure tasks.

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“…M. Bakker, (2006) said that working engagement is characterized by high energy levels and can be identified with one's work. Mcbain (2006) (Salanova, 2008). Kahn (1990) argued that engagement can utilize members of the organization in working roles in which they will use and express themselves physically, cognitively, emotionally, and mentally during performing their roles.…”

Section: Engagementmentioning

confidence: 99%

The Effect of Transformation Leadership on Organizational Performance through the Strong Lecturer Engagement

Marlita¹

2021

pae

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Transformational leadership is one of the leadership types that can be applied in an organization, especially for organizations in the field of education. This study was conducted on several lecturers spread across several campuses in Indonesia. The research method uses SEM- {PLS). The results showed as follows. (1) Engagement influences performance with a T-statistic value of 4.000 (> 1.96). Furthermore, the original sample estimate value is positive that is 0.582. Therefore, H1 is accepted. (2) There is a significant relationship between transformational leadership and engagement with a T-statistic value of 16.737 (> 1.96). Furthermore, the original sample estimate value is positive that is 0.820. Therefore, H2 is accepted. (3) There is no significant relationship between the transformational leadership and performance with a T- statistic value of 0.145 (< 1.96). Furthermore, the original sample estimate value is positive that 0.202 which indicates that the relationship between transformational leadership and performance is negative. Therefore, H3 is rejected.

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Employee Engagement – the Emergence of a New Construct?

Cited by 13 publications

References 10 publications

Job Satisfaction and Work Engagement: A Study Using Private Sector Bank Managers

Job Satisfaction and Work Engagement: A Study Using Private Sector Bank Managers

The Impact of Motivation on Organisational Citizenship Behaviour (OCB): The Mediation Effect of Employees’ Engagement

The Effect of Transformation Leadership on Organizational Performance through the Strong Lecturer Engagement

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