The effects of organizational justice dimensions on facets of job engagement

Deepa, S.

doi:10.1108/ijotb-05-2019-0066

Cited by 13 publications

(12 citation statements)

References 101 publications

(133 reference statements)

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“…Organizational justice has a positive and significant effect on work engagement. The result supports the previous studies (Alvi & Abbasi, 2012;Storm et al, 2014;Lyu, 2016;Srimulyani, 2016;Özer et al, 2017;Hadiyani et al, 2018;Septiani & Arwiyah, 2018;Ivani et al, 2019;Ohiorenoya & Eguavoen, 2019;Deepa, 2020). The finding indicates that teachers are valuable to the organization, they are respected, and they are treated fairly, in turn work engagement of teachers increases.…”

Section: Relationship Between Organizational Justice and Work Engagementsupporting

confidence: 90%

The Relationship between Servant Leadership and Work Engagement: An Organizational Justice as a Mediator

Hermanto

Srimulyani

2022

Acad. J. Interdiscip. Stud.

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This study aimed to verify the relationship between servant leadership and work engagement, and the role of organizational justice as a mediator of that relationship. The research design was a cross-sectional design. The sample was 813 teachers of high schools and vocational high schools in East Java and Central Java, Indonesia. This study used the structural equation modeling for data analysis. This study found that servant leadership was positively related to organizational justice while servant leadership was not significantly related to work engagement. Organizational justice was positively related to work engagement. Organizational justice fully mediated the relationship between servant leadership and work engagement. Received: 26 July 2021 / Accepted: 25 February 2022 / Published: 5 March 2022

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Section: Relationship Between Organizational Justice and Work Engagementsupporting

confidence: 90%

The Relationship between Servant Leadership and Work Engagement: An Organizational Justice as a Mediator

Hermanto

Srimulyani

2022

Acad. J. Interdiscip. Stud.

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“…Hence, we can see here that "engagement" comprises emotional, cognitive, and behavioural components, meaning that engaged employees are naturally invested in organisations through their body, mind, and soul. However, the majority of the existing literature has addressed job engagement as one block, rather than in its three dimensions (Deepa, 2020). Notably, physical engagement refers to the physical aspect of job engagement (i.e., the physical energies exerted by employees to fulfil their tasks) (Kular, Gatenby, Rees, Soane, & Truss, 2008); or, in the other words, it concerns the willingness of the employees to make extra efforts for the employer.…”

Section: Job Engagementmentioning

confidence: 99%

The Impact of Employee Empowerment on Job Engagement: Evidence from Jordan

Alhozi¹,

Hawamdeh²,

Al-edenat³

2021

IBR

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The objective of this study was to investigate the impact of employee empowerment (i.e., structural and psychological empowerment) on job engagement (i.e., physical, emotional, and cognitive engagement). A quantitative approach was adopted in order to achieve such a study aim, and the data was collected via an online questionnaire. The sample of this study consisted of 300 employees from the Aqaba Special Economic Zone Authority (ASEZA), one of the biggest Jordanian organisations in Aqaba, with a total of 293 questionnaires retrieved and 7 excluded due to their being invalid for statistical analysis. This yielded a total of 286 accepted questionnaires, or 95.3% of the total questionnaires provided. Moreover, the Statistical Analysis Package for Social Science (SPSS) was used for data analysis, the results of which indicating that the level of implementation of employee empowerment dimensions had a medium rate amongst ASEZA’s employees, as the structural empowerment was applied more than the psychological empowerment. Furthermore, the level of present job engagement dimensions also had a medium rate amongst the surveyed ASEZA employees. The results also indicated there to be a significant statistical impact by structural and psychological empowerment on physical engagement and cognitive engagement, whilst there was no significant statistical impact made by structural empowerment on emotional engagement compared to psychological empowerment, which had a significant statistical impact on it. In light of the findings of this research, ASEZA managers must pay more attention to the role of empowerment of employees in promoting work engagement, since this enhances the organisation’s ability to achieve the appropriate strategy and gain a comparative advantage.

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“…Deepa (2020) found this to be the case when further exploring these issues in a survey of professionals employed in the IT sector in southern India. Responses from the self-reported questionnaire confirmed that all forms of organizational justice positively relate to each JE dimension.…”

Section: Indian Studymentioning

confidence: 90%

Enhancing different elements of job engagement

2022

DLO

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Purpose Firms are able to significantly boost performance when employees are highly engaged in their work. A strong emphasis on the different forms of organizational justice can help enhance each of the physical, cognitive and emotional dimensions of job engagement. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings Firms are able to significantly boost performance when employees are highly engaged in their work. A strong emphasis on the different forms of organizational justice can help enhance each of the physical, cognitive and emotional dimensions of job engagement. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

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The effects of organizational justice dimensions on facets of job engagement

Cited by 13 publications

References 101 publications

The Relationship between Servant Leadership and Work Engagement: An Organizational Justice as a Mediator

The Relationship between Servant Leadership and Work Engagement: An Organizational Justice as a Mediator

The Impact of Employee Empowerment on Job Engagement: Evidence from Jordan

Enhancing different elements of job engagement

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