2018
DOI: 10.2478/mmcks-2018-0005
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Mediating role of meaningful work between resources and work engagement in Bangladesh’s private banks

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Cited by 8 publications
(8 citation statements)
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References 63 publications
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“…With regard to the mediating path, it is notable that meaningful work did not mediate the relationship between resources and burnout. Indeed, CITs’ resources significantly predicted meaningful work, echoing findings by Nawrin (2018) that work‐related resources were associated with perceptions of meaningful work. However, unlike previous findings that emphasized an association between meaningful work and burnout (Allan, Owens et al., 2019; Tei et al., 2014), our final research model indicates that the path from meaningful work to CIT burnout is insignificant.…”
Section: Discussionsupporting
confidence: 65%
“…With regard to the mediating path, it is notable that meaningful work did not mediate the relationship between resources and burnout. Indeed, CITs’ resources significantly predicted meaningful work, echoing findings by Nawrin (2018) that work‐related resources were associated with perceptions of meaningful work. However, unlike previous findings that emphasized an association between meaningful work and burnout (Allan, Owens et al., 2019; Tei et al., 2014), our final research model indicates that the path from meaningful work to CIT burnout is insignificant.…”
Section: Discussionsupporting
confidence: 65%
“…It is made up of determination (investing high energy and effort), dedication (higher than standard participation) and absorption (remaining fully concentrated) (Schaufeli & Bakker, 2004;Schaufeli et al, 2006). Recent studies in the banking context have found evidence that WE receives positive effects of self-leadership, job integration, and psychological resources (Harunavamwe et al, 2020); psychosocial safety (Tagoe & Amponsah-Tawiah, 2020); job cognition (Nguyen et al, 2019); highperformance work systems and resilience (Cooke, Cooper, Bartram, Wang & Mei, 2016); family support and self-efficacy (Karatepe et al, 2019); personal, work and organizational resources (Nawrin, 2018); and JS (Garg, Dar & Mishra, 2018). Additionally, it is argued that WE increases performance and decreases intentions to change jobs (Karatepe et al, 2019;Lathabhavan, Balasubramanian, & Natarajan, 2017).…”
Section: Work Engagementmentioning
confidence: 99%
“…This research is developed with a WE business case perspective that seeks to explain how employee well-being can contribute to the success of service organizations. In such organizations, WE is a key element for the achievement of their objectives (Nawrin, 2018), since employees, through their attitudes, reflect the organizational image, influencing customer decisions (Nguyen, Nguyen, Ngo, & Nguyen, 2019), and the attractiveness for future collaborators (Hinojosa & Cogco, 2020). Additionally, it is a topic of particular interest to organizations (Gheitani, Imani, Seyyedamiri, & Foroudi, 2019) because it contributes to financial success (Harunavamwe, Nel, & Zyl, 2020), decreases early intentions to leave a job (Karatepe, Ozturk, & Kim 2019), and has positive effects on job performance and customer loyalty (Nguyen et al, 2019;Salanova, Agut, & Peiro, 2005).…”
Section: Introductionmentioning
confidence: 99%
“…Esta investigación se desarrolla con una perspectiva de caso de negocio del CL con el cual se busca explicar cómo el bienestar de los empleados puede contribuir al éxito de las organizaciones prestadoras de servicios. En dichas organizaciones, el CL es un elemento clave para la consecución de sus objetivos (Nawrin, 2018), ya que los empleados, a través de sus actitudes, reflejan la imagen organizacional, influyendo en las decisiones del cliente (Nguyen, Nguyen, Ngo, & Nguyen, 2019), y en el atractivo para futuros colaboradores (Hinojosa & Cogco, 2020). Adicionalmente, es un tema de especial interés para las organizaciones (Gheitani, Imani, Seyyedamiri, & Foroudi, 2019) porque contribuye al éxito financiero (Harunavamwe, Nel, & Zyl, 2020), disminuye las intenciones tempranas de dejar el empleo (Karatepe, Ozturk, & Kim 2019), y tiene efectos positivos en el desempeño laboral y la lealtad del cliente (Nguyen et al, 2019;Salanova, Agut, & Peiro, 2005).…”
Section: Introductionunclassified