Examining the effect of different facets of mindfulness on work engagement

Abstract

Purpose The purpose of this paper is to examine the relationship between mindfulness and work engagement, with a particular focus on exploring the extent to which four facets of mindfulness, i.e. “attention”, “awareness”, “present focus” and “acceptance” impact on work engagement. Design/methodology/approach Exploratory factor and multiple regression analyses were used to test the hypothesised relationships among a sample of 130 employees. Findings The findings show that mindfulness as a single construct is positively related to work engagement. The analysis from the facet level of mindfulness illustrates that each of four facets is also significantly related to work engagement. In particular, employees with refined attentional skills and accepting the present moment reality were found to contribute more to work engagement. Practical implications Organisational programs that focus on building personal resources could use the meditation-based mindfulness programs to help individuals widen attention span as well as to develop non-judgemental attitude. Originality/value Focussing on developing mindful employees and promoting mindfulness practices at workplace, especially, by working on specific strategies, to expand “attentional skills” and the “attitude of accepting the present moment reality” may be another promising strategy to enhance work engagement.

Abusive supervision, occupational well-being and job performance: The critical role of attention–awareness mindfulness

“…The first finding underscores that limited desire, rather than health impairment, is the primary mechanism that underpins the abusive supervision-job performance link. The second finding complements and adds to previous research that has focused on the direct benefits of mindfulness, as a personal resource that can spur work engagement (Gunasekara and Zheng, 2019) or job performance (Shao and Skarlicki, 2009). Instead, we reveal a more indirect, but no less important, role: Mindfulness may provide a shield against the risk that leader verbal aggression becomes associated with a reluctance to support the organization with strong performance, due to the difficulty employees experience staying engaged with their work.…”

“…Furthermore, mindful employees tend to feel positively stimulated by the possibility of attending to and resolving challenging work situations (Evans et al, 2009;Hülsheger et al, 2013), and they may gain a sense of pride if they can remain engaged and relatively less affected by work-related hardships (Harris et al, 2007). The heightened awareness and focus that mark mindful employees even may grant them insights into how they can benefit from staying engaged with their work in the presence of abusive supervision, by prompting more favourable supervisory assessments of their work functioning (Gunasekara and Zheng, 2019;Liang et al, 2016). For example, they may exploit the exposure to abusive leadership as an opportunity to be creative or a showcase for their ability to handle difficult situations (Langer and Moldoveanu, 2000;Shao and Skarlicki, 2009).…”

The link between fear about COVID-19 and insomnia: mediated by economic concerns and psychological distress, moderated by mindfulness

“…This resource may help employees accept and adapt to the pandemic, find meaning in it, and thus feel less distressed by it (Haun, Nübold, & Bauer, 2018 ; Weintraub, Pattusamy, & Dust, 2019 ). Mindful employees also may suffer less from their pandemic fears if they use the associated residual energy to engage with others and share their hardships (Gunasekara & Zheng, 2019 ), which reduces their experienced strain and associated insomnia. This study thus provides insights into how organizations can avoid the dual harm of pandemic fears and sleepless nights among their employee bases, by stimulating and honing their mindfulness.…”

A randomized controlled trial of an app-delivered mindfulness program among university employees: effects on stress and work-related outcomes

“…A study of work-life balance by Michel et al (2014) which used a three-week on-line MBP with participants from a variety of occupations also found a significant effect. Studies of work engagement have used a variety of measures and most found increases following an MBP (Atkins et al, 2015;Gunasekara and Zheng, 2018;Koncz et al, 2016;Leroy et al, 2013;West et al, 2014) although one study did not find an effect on work engagement but also did not find any changes in levels of mindfulness (van Berkel et al, 2014).…”