Impact of Career Planning, Employee Autonomy, and Manager Recognition on Employee Engagement

Lartey, Franklin M.

doi:10.4236/jhrss.2021.92010

Cited by 28 publications

(24 citation statements)

References 49 publications

(62 reference statements)

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“…On the other hand, emotional intelligence (i.e., self-emotion appraisal, others' emotion appraisal, and regulation of emotion), self-esteem, locus of control, decision authority, and workload were not significantly associated with work engagement. The results are consistent with previous empirical studies on emotional intelligence [56][57][58], skill utilization [63], and recognition [70,71]. These results are also consistent with the JD-R model, which postulates that individual and organizational resources are drivers of work engagement [72].…”

Section: Discussionsupporting

confidence: 91%

“…Finally, recognition is a socio-emotional reward that refers to the esteem received from significant others at work (e.g., colleagues, supervisors) and appreciation received related to achievement (e.g., positive feedback) [69]. It was established that recognition was associated with higher work engagement [70,71], as well as lower intention to quit [68] Individual and organizational characteristics have both been shown to be associated with work engagement when hindered and facilitated working from home during the COVID-19 pandemic [29]. However, we were unable to locate any study that specifically taps into the possible moderating role of work or individual characteristics (both important resources) on the relationship between teleworking, work engagement, and intention to quit since the start of the pandemic.…”

Section: Effects Of Individual and Organizational Characteristicsmentioning

confidence: 99%

“…Indeed, resourceful work environments (e.g., characterized by recognition, decision authority, and skill utilization) foster the willingness to dedicate one's efforts and abilities to the work task [73]. A large body of research supports the association between work engagement [63,66,70,71], and employees' intention to quit [64,65,67,68]. Individual resources (e.g., self-esteem, internal locus of control) have been found to be associated with work engagement on a theoretical [72] and empirical level [46,47,51,[56][57][58].…”

Section: Theoretical Modelmentioning

confidence: 99%

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Teleworking, Work Engagement, and Intention to Quit during the COVID-19 Pandemic: Same Storm, Different Boats?

Parent-Lamarche

2022

IJERPH

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The ability to retain and engage employees is now, more than ever, a major strategic issue for organizations in the context of a pandemic paired with a persistent labor shortage. To this end, teleworking is among the work organization conditions that merit consideration. The purpose of this cross-sectional study is to examine the direct and indirect effects of teleworking on work engagement and intention to quit, as well as the potential moderating effect of organizational and individual characteristics on the relationship between teleworking, work engagement, and intention to quit during the COVID-19 pandemic, based on a sample of 254 Canadian employees from 18 small and medium organizations. To address these objectives, path analyses were conducted. Overall, we found that teleworking, use of emotion, skill utilization, and recognition appear to be key considerations for organizations that wish to increase work engagement and decrease intention to quit, in the context of a pandemic paired with a labor shortage. Our results extend the literature by revealing the pathways through which teleworking, use of emotion, skill utilization, and recognition are linked to work engagement and intention to quit, and by suggesting specific interventions and formation plans that are needed.

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Section: Discussionsupporting

confidence: 91%

Section: Effects Of Individual and Organizational Characteristicsmentioning

confidence: 99%

Section: Theoretical Modelmentioning

confidence: 99%

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Teleworking, Work Engagement, and Intention to Quit during the COVID-19 Pandemic: Same Storm, Different Boats?

Parent-Lamarche

2022

IJERPH

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“…For the organization, it means greater productivity, satisfaction, engagement, team spirit, and a sense of organizational culture and ethics. That said, autonomy is an essential ingredient in the engagement of employees, also noted in a study (Gagné & Bhave, 2011;Lartey, 2021).…”

Section: Practical Implicationsmentioning

confidence: 71%

The Impact of Intrinsic Rewards on Employee Engagement in The Food Industry in Bosnia and Herzegovina

Pandzic¹,

Hadžiahmetović²

2022

Int. j. bus. adm. stud

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Rewards ensure that employees can form strong, meaningful bonds with the organization they are working in. It plays an important role when it comes to motivation and creating engagement. Intrinsic rewards are intangible rewards that employees achieve at their workplace, also called internal rewards. These rewards are achieved when completing tasks and responsibilities efficiently and successfully. Employee engagement is a concept related to human resources and generally represents employees' dedication to their job. Lately, researchers came up with the findings that employee engagement also represents employees' enthusiasm for their job. This research aims to investigate how important intrinsic rewards are and how it affects employee engagement in the food industry in Bosnia and Herzegovina. Quantitative data were collected using questionnaires and survey methods. It was analyzed through Statistical Package for Social Sciences (SPSS). Research reached 210 employees using the convenience sampling method. Positive and significant relationship exists between intrinsic rewards and employee engagement, which proves that autonomy is an essential ingredient in the engagement of employees. Universal application in each business field, with the focus on Human Resource Management, applicable to creating reward packages and enhancing employee engagement. The findings of this research will be beneficial for future related research and organizational managers when formulating a quality reward package based on employees' preferences. This research creates new directions for further research in the relationship between intrinsic rewards and employee engagement because the concept of engagement is still relatively young, and there are no previously done researches on a similar topic in Bosnia and Herzegovina.

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“…Engagement in work as an indicator of management is important in that it defines the ability of the employee to identify with work roles emotionally and cognitively, to achieve the goals of the organization vigorously and effectively. It is noted that an important characteristic of an engaged employee is autonomy (Pattnaik, Sahoo, 2020;Lartey, 2021), manifested in the fact that outside help is not necessary for the employee at work to create the necessary working conditions and environment: he is willing and able to initiate the necessary changes himself.…”

Section: Introductionmentioning

confidence: 99%

Typological Model of Emotional Inclusion in Employees’ Engagement

Vaitkevičius

Vidrevičienė

2022

Management Theory and Studies for Rural Business and Infrastructure Development

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The study of the emotional inclusion of employees' engagement becomes increasingly important in modern organizations that operate under conditions of globalization, growing competition, and in tight competition for specialists. The research associated to this phenomenon and behaviour of engaged employees is becoming more relevant, and it increases the need to deeper the knowledge about it and to classify this phenomenon according to its typological features. The results of previous studies have revealed the extent of employees' engagement while this study focuses on perception of the emotional inclusion of engagement and on the development of the typological model of employees' engagement emotional inclusion. The research is ground on scientific papers of the last twenty years, analysing the theoretical and practical aspects of employee engagement, conducted research in the context of the employee's emotional state. Based on the performed analysis, a model has been drawn up that reveals the typology of the emotional inclusion of engagement and the factors that condition it, assessing the intensity of their mode and subsequently explaining the circumstances of their mode.

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Impact of Career Planning, Employee Autonomy, and Manager Recognition on Employee Engagement

Cited by 28 publications

References 49 publications

Teleworking, Work Engagement, and Intention to Quit during the COVID-19 Pandemic: Same Storm, Different Boats?

Teleworking, Work Engagement, and Intention to Quit during the COVID-19 Pandemic: Same Storm, Different Boats?

The Impact of Intrinsic Rewards on Employee Engagement in The Food Industry in Bosnia and Herzegovina

Typological Model of Emotional Inclusion in Employees’ Engagement

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