Job Resources, Work Engagement, and Hotel Employee Outcomes: A Time-Lagged Analysis

Karatepe, Osman M.

doi:10.1080/1331677x.2012.11517527

Cited by 28 publications

(24 citation statements)

References 26 publications

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“…Such opportunities help employees develop concrete roadmaps that include the employees’ own strengths and weaknesses in their organizations and labor markets; these roadmaps then assist employees in successfully handling future challenges (Salanova et al, 2010). Ultimately, engaged employees who are not only motivated to achieve their short-term goals, but who also simultaneously cultivate a deep-seated passion toward their work and career, may establish lifelong resources that help them maintain their positive career-related states, such as career satisfaction, career commitment, and low career turnover intention (Barnes & Collier, 2013; Karatepe, 2012; Laschinger, 2012).…”

Section: Discussionmentioning

confidence: 99%

“…As outcomes of engagement, the following variables have been addressed in recent research: career commitment (Barnes & Collier, 2013); career satisfaction (Karatepe, 2012); and career satisfaction and career turnover intentions (Laschinger, 2012). In particular, satisfaction, commitment, and turnover intentions have all been considered as representative organizational outcomes (Tett & Meyer, 1993).…”

Section: Findings On Work Engagement and Careermentioning

confidence: 99%

“…Last, Karatepe (2012) has investigated work engagement as a mediator in the relationship between coworkers and supervisor support, as well as among career satisfaction, service recovery performance, job performance, and creative performance. The results indicate that work engagement fully mediates the effects of coworkers and supervisor support on career satisfaction.…”

Section: Findings On Work Engagement and Careermentioning

confidence: 99%

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Work Engagement and Career

Lee

Kwon

Kim

et al. 2016

Human Resource Development Review

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Work engagement is currently one of the most studied topics in organizational science. Moreover, from the various performance-based perspectives of human resource development (HRD), work engagement is closely tied to employees’ career. However, although research on work engagement and career has been conducted, more research is necessary to understand these concepts and investigate their relationship given their positive influences on organizations. More specifically, a comprehensive understanding of the relationship between work engagement and career that draws on the extant literature is both relevant to and beneficial for HRD professionals seeking to design and implement career-related strategies to enhance individual employees’ levels of work engagement. Thus, this study aims to examine the relationship between work engagement and career, ultimately synthesizing current studies into an integrated framework that describes the work engagement–career relationship and suggests future research agendas.

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Section: Discussionmentioning

confidence: 99%

Section: Findings On Work Engagement and Careermentioning

confidence: 99%

Section: Findings On Work Engagement and Careermentioning

confidence: 99%

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Work Engagement and Career

Lee

Kwon

Kim

et al. 2016

Human Resource Development Review

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“…At the team/unit level, team engagement levels were found to be positively associated with individual engagement, 127 while it was also found that colleagues' engagement levels were associated with individual engagement on days when there was frequent communication. 126 Coworker or colleague support was linked with engagement in two complex studies 229,258 and with group trust in a self-report survey. 73 Torrente et al 226 found that team social resources were linked with individual engagement.…”

Section: Individual Perceptions Of Organisational and Team Factorsmentioning

confidence: 99%

Evaluating the evidence on employee engagement and its potential benefits to NHS staff: a narrative synthesis of the literature

Bailey

Madden

Alfes

et al. 2015

Health Services and Delivery Research

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BackgroundRecent studies have suggested engagement is linked with beneficial outcomes for individuals and organisations. Despite growing demand for resources and advice on engagement within the NHS, there has been no systematic evaluation of how engagement strategies can be developed and operationalised within the NHS.Objectives and research questionsTo evaluate evidence and theories of employee engagement within the NHS and the general workforce to inform policy and practice. Four research questions focused on definitions and models of engagement; the evidence of links between engagement and staff morale and performance; approaches and interventions that have the greatest potential to create and embed high levels of engagement within the NHS; and the most useful tools and resources for NHS managers in order to improve engagement.Review methodsEvidence was evaluated using a narrative synthesis approach involving a structured search of relevant academic databases and grey literature. The search yielded a final data set of 217 items, comprising 172 empirical papers, 38 theoretical articles, four meta-analyses and three books. From the grey literature, only 14 items were used in the analysis.Main findingsThere is no one agreed definition or measure of engagement. Existing approaches were grouped under three headings: a psychological state; a composite attitudinal and behavioural construct; and employment relations practice. Most fell under the first category, with the Utrecht Work Engagement Scale being the most prevalent. Most theorising around engagement used the job demands–resources framework. Thirty-five studies considered engagement and morale, and the most consistent finding was a positive link between engagement and life satisfaction, and a negative link between engagement and burnout. Some studies suggested that engagement was positively associated with organisational commitment and job satisfaction and negatively linked to turnover intentions. Of 42 studies that looked at performance and engagement, the strongest support was found for a link between engagement and individual in-role performance and a negative link between engagement and counterproductive performance outcomes. A link between engagement and higher-level performance outcomes was also found. Of 155 studies that explored approaches and interventions that promote engagement, the strongest support was found for the following: positive psychological states including resilience; job-related resources and job design features; positive leadership; perceived organisational support; team-level engagement; training and development. Only a small proportion of studies were based in health-care settings, making the application of evidence to wider contexts limited. Studies identified in the grey literature suggested that the focus of practitioner material was more on wider managerial issues than on psychological factors.ConclusionsThe synthesis highlights the complex nature of the engagement evidence base. The quality of evidence was mixed. Most studies were cross-sectional, self-report surveys, although the minority of studies that used more complex methods such as longitudinal study designs or multiple respondents were able to lend more weight to inferences of causality. The evidence from the health-care sector was relatively sparse. Only a few studies used complex methods and just two had taken place in the UK. The evidence synthesis suggests that employers might consider several factors in efforts to raise levels of engagement including development and coaching to raise levels of employee resilience, the provision of adequate job resources, and fostering positive and supportive leadership styles.FundingThis project was funded by the National Institute for Health Research (NIHR) Health Services and Delivery Research (HSDR) programme.

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“…In today's highly competitive global environment service firms' success depends on their capacity to consistently deliver satisfying consumption experiences (Karatepe, 2012;Patterson, Cowley, & Prasongsukarn, 2006). Achieving consistent and error-free services should be a goal in service businesses.…”

Section: Introductionmentioning

confidence: 99%

Diagnosing the impact of retail bank customers’ perceived justice on their service recovery satisfaction and post-purchase behaviours: an empirical study in financial centre of middle east

Nadiri

2016

Economic Research-Ekonomska Istraživanja

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Job Resources, Work Engagement, and Hotel Employee Outcomes: A Time-Lagged Analysis

Cited by 28 publications

References 26 publications

Work Engagement and Career

Work Engagement and Career

Evaluating the evidence on employee engagement and its potential benefits to NHS staff: a narrative synthesis of the literature

Diagnosing the impact of retail bank customers’ perceived justice on their service recovery satisfaction and post-purchase behaviours: an empirical study in financial centre of middle east

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