Job Resources as Antecedents of Engagement at Work: Evidence From a Long‐Term Care Setting

Sarti, Daria

doi:10.1002/hrdq.21189

Cited by 67 publications

(100 citation statements)

References 76 publications

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“…Ugwu & Okojie (2016) found a positive and significant relationship between feedback oriented appraisal and employee engagement among the banking employees in Nigeria. Though various studies (Ugwu & Okojie 2016;Freeney & Tiernan, 2006) have confirmed the positive link between performance appraisal and employee engagement, some studies (Sarti, 2014;Jenaro et al, International Journal of Human Resource Studies ISSN 2162-3058 2017 2011) showed insignificant relationship of performance feedback with employee performance. These inconclusive results of performance feedback on employee engagement lead to the next hypothesis of this study.…”

Section: Performance Feedbackmentioning

confidence: 99%

The Relationship between Employee Engagement, HRM practices and Perceived Organizational Support: Evidence from Banking Employees

Aktar

Pangil

2017

IJHRS

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The purpose of this study is to investigate the relationship between HRM practices and employee engagement. Although employee engagement has got a great attention among the industry practitioners in recent times, it requires more considerations particularly in the academic literature. Based on the norms of social exchange theory (SET), this study has developed the framework to examine the role of perceived organizational support (POS) on HRM practices-employee engagement linkage. Survey data has been collected from employees who are working in different private commercial banks in Bangladesh. This study has used a sample of 376 employees using cluster sampling technique. To analyze the data, this study has employed SmartPLS 3.0 version software. The results of structural equation modeling revealed that HRM practices namely career advancement, job security and performance were significantly and positively related to employee engagement. The results also showed that POS can moderate the relationship between HRM practices and employee engagement. It suggests that in the presence of POS, relatively low level of employees' perceptions regarding job related resources will exert a high level of employees' behavioral outcomes such as engagement. The implications and suggestions for future research have also been discussed.

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Section: Performance Feedbackmentioning

confidence: 99%

The Relationship between Employee Engagement, HRM practices and Perceived Organizational Support: Evidence from Banking Employees

Aktar

Pangil

2017

IJHRS

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“…Moreover, opportunities for development are important for facilitating employee engagement (Bakker & Bal, 2010;Sarti, 2014;Shuck, Twyford, Reio, & Shuck, 2014). Engagement is defined as the authentic, simultaneous expression of one's emotional, cognitive, and physical dimensions of the self whilst performing one's job role (Kahn, 1990).…”

Section: Introductionmentioning

confidence: 99%

“…This paper aims to develop such an insight by examining whether meaningfulness, a key precondition of engagement (Kahn, 1990), is a critical psychological process that explains how perceptions of personal development lead to engagement; and whether this process is contingent upon one's perceived relationship with one's line manager. Although a few studies have shown that perceived development is directly linked to engagement (e.g., Bakker & Bal, 2010;Sarti, 2014;, a scarce number have examined potential mediating processes that underpin this relationship. For example, Bal, Kooji, and de Jong (2013) examined how the availability of developmental HRM (including job development/enrichment/rotation, internal promotion, and lateral job movement), at the unit level, was related to engagement, at the individual level, via psychological contract perceptions, at the individual level.…”

Section: Introductionmentioning

confidence: 99%

“…Although a few studies have shown that perceived development is directly linked to engagement (e.g., Bakker & Bal, 2010;Sarti, 2014;, a scarce number have examined potential mediating processes that underpin this relationship. For example, Bal, Kooji, and de Jong (2013) examined how the availability of developmental HRM (including job development/enrichment/rotation, internal promotion, and lateral job movement), at the unit level, was related to engagement, at the individual level, via psychological contract perceptions, at the individual level.…”

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confidence: 99%

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How can personal development lead to increased engagement? The roles of meaningfulness and perceived line manager relations

Fletcher

2016

The International Journal of Human Resource Management

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There is an increasing need to understand the psychological processes that link personal development with employee engagement, particularly the boundary conditions at which these occur. The current study sought to meet this need by testing whether perceived opportunities for development are positively associated with job engagement indirectly through the experience of meaningfulness, and whether this indirect relationship is conditional on the level of perceived line manager relations. Questionnaire data was collected from 152 UK workers from a range of occupations and organizations. The results found support for all the hypotheses. In particular, the positive effects of perceived opportunities for development on job engagement (measured one month later) via meaningfulness was only significant for those who perceived that they had a good relationship with their line manager. Thus, there is a need for line managers to develop high quality relationships with their direct reports in order for development practices to translate into positive psychological outcomes. Engagement theory could be advanced by further understanding broaden-and-build and social exchange processes. IntroductionProviding opportunities for personal development is a crucial practice within a human resource management (HRM) system because such opportunities develop human capital resources within the organization, which enable sustained competitive advantage (Lee & Bruvold, 2003). Moreover, opportunities for development are important for facilitating employee engagement (Bakker & Bal, 2010;Sarti, 2014;Shuck, Twyford, Reio, & Shuck, 2014). Engagement is defined as the authentic, simultaneous expression of one's emotional, cognitive, and physical dimensions of the self whilst performing one's job role (Kahn, 1990).In doing so, personal development connects the individual with their work context because "they provide pathways for employee growth and fulfillment" (Crawford, Rich, Buckman, & Bergeron, 2014, p.61). Over recent years initiatives to improve employee engagement have become widespread because of their potential to leverage organizational success through harnessing the motivation and spirit of its employees (Saks & Gruman, 2014). As HRM practitioners are often responsible for leading organizational change initiatives that seek to improve employee engagement through human resource (HR) practices (Arrowsmith & Parker, 2013;Reissner & Pagan, 2013), and given that a recent evidence synthesis shows that employee perceptions of development are associated with engagement (Bailey, Madden, Alfes, & Fletcher, 2015), it may be particularly useful for HRM researchers to examine the psychological processes that underpin the relationship between personal development and engagement in more depth. Currently, there is a lack of understanding of how personal development leads to engagement, and in what circumstances this process occurs. This is important to address because it provides practical recommendations on how development practices can be best desi...

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“…Job resources are an antecedent to work engagement (Sarti, 2014). Schaufeli et al's (2009) study adds significant value to this concept, with evidence that work engagement may be self-maintaining through job resources.…”

Section: Work Engagementmentioning

confidence: 99%

A Proposed Pilot Study of a Gratitude Practice Program to Increase Gratitude Among Educators: The First Step Towards Exploring the Potential of Gratitude Practice to Increase Work Engagement and Buffer Against and Decrease Burnout

Wandell¹

2016

IJCYFS

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Burnout in educational settings is an international issue. Drawing on practitioner experience in Flexi schools for disenfranchised young people and the methods of positive psychology, this paper outlines a gratitude practice program (GPP) as a proposed intervention to address burnout within Flexi schools. The proposed intervention comprises a full-day workshop and 10 weekly group coaching sessions that aim to develop gratitude practice among teachers. The intention of the paper is to consider the GPP's capacity to increase gratitude and the potential benefit of the program to participants. This proposed pilot study will be delivered to 14 educators in a single school. A pretest-posttest, multi-method design of evaluation will be presented and discussed. The GPP's capacity to increase gratitude will be evaluated utilising a gratitude questionnaire. A focus group will be used to ascertain the benefit of the program. It is predicted that the GPP will increase gratitude and will be found beneficial by participants. The potential of the GPP to increase work engagement is discussed in terms of future studies. This proposed pilot study offers a practical intervention that can potentially address the real-world problem of burnout in alternative educational settings.

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Job Resources as Antecedents of Engagement at Work: Evidence From a Long‐Term Care Setting

Cited by 67 publications

References 76 publications

The Relationship between Employee Engagement, HRM practices and Perceived Organizational Support: Evidence from Banking Employees

The Relationship between Employee Engagement, HRM practices and Perceived Organizational Support: Evidence from Banking Employees

How can personal development lead to increased engagement? The roles of meaningfulness and perceived line manager relations

A Proposed Pilot Study of a Gratitude Practice Program to Increase Gratitude Among Educators: The First Step Towards Exploring the Potential of Gratitude Practice to Increase Work Engagement and Buffer Against and Decrease Burnout

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