Exploring the interrelationship among job resources, job demands, work and organizational engagement

Abstract

PurposeThis study aims to test the hypothesized moderated mediation process combining job resources, job demands, work engagement, job satisfaction and organizational engagement, which proposes that work engagement can be considered as a mediator between the relationship of job resources with job satisfaction and organizational engagement, and such mediation effect is moderated by level of job demand.Design/methodology/approachData were collected from Junior Management Grade–Scale I officers of 442 branches of 27 public sector banks situated across four States in North India. The final responses stood at 704. Regression analyses was performed through the SPSS macro (developed by Preacher and Hayes, 2004) for testing of H1 and H2 on the mediation effects. H3 was tested by moderated hierarchical regression analysis. The last two H4 and H5 proposing the moderated mediation mechanism were examined in lines with the four conditions suggested by Muller et al. (2005) and Preacher et al. (2007).FindingsIt is suggested that job demands should ideally be adequate and job resources ample to deal with the former, because a suitable fit between these two aspects is related to work engagement, which would further contribute positively to job satisfaction and organizational engagement.Originality/valueThere is dearth of research hypothesizing the moderated mediation process proposing job demands as a moderator in job resources, work and organizational engagement and other work-related outcome relationships. Resting on various propositions and of job demands–resources (JD-R) model, and empirical outcomes of the studies of JD-R perspective, and research gaps identified, this study attempts to propose a unique model of engagement hypothesizing a moderated mediation process, where work engagement might be a mediator between the relationship of job resources with job satisfaction and organizational engagement; such mediation effect is moderated by the level of job demands.

The impact of work engagement of different generations on organisational engagement

“…The narrative review of 40 studies conducted by Saks et al, (2022) allows us to conclude that work engagement scores tend to be higher than organisational engagement. The results of our study support these claims and we tend to agree with the authors (Tenerife and Galingan, 2018;Rai and Maheshwari, 2020;Saks et al, 2022;Rai and Chawla, 2022) who propose work engagement as a predecessor of organisational engagement. Furthermore, our research showed that, across all generations, work engagement positively affects organisational engagement.…”

“…Rai and Maheshwari (2020) propose work engagement as a predecessor of organisational engagement that implies that the organisation needs to achieve work engagement first to realise the benefit of organisational engagement, which according to Saks et al (2022), is important if not more important than work engagement. Later research by Rai and Chawla (2022) further strengthened the notion that organisational engagement is a consequence of work engagement.…”

A review of the literature on factors affecting organizational engagement of Millennials: Social identity and psychological entitlement perspectives

“…The Job Demands-Resources (JD-R) framework appears to be popular among contemporary researchers studying engagement (Albrecht et al, 2018;Mayuran & Kailasapathy, 2022;Rai & Chawla, 2021;Rai & Maheshwari, 2020). For instance, Rai and Chawla (2021) base their model for investigating the relationships between job demands, resources, engagement and satisfaction on the JD-R framework. However, JD-R framework has been criticized for neglecting heterogeneous contextual factors pertaining to engagement (Bailey et al, 2017).…”

The impact of justice perceptions of performance appraisal practices on job satisfaction and intention to stay: the mediating role of job engagement

“…Therefore, employees will more likely display positive attitudes toward the organization (Han et al, 2020). Literature has suggested a positive effect of job engagement on job satisfaction across varied business contexts, such as Belgian medical clinics (Côt e et al, 2021) and public sector banks in India (Rai and Chawla, 2022). Thus, the following hypothesis can be proposed: H4.…”