The Effects of Service Employee Resilience on Emotional Labor: Double-Mediation of Person–Job Fit and Work Engagement

Lee, Myoung-Soung; Kim, Han-Seong

doi:10.3390/ijerph17197198

Cited by 8 publications

(5 citation statements)

References 79 publications

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“…The dimensions used are still limited, although the coefficient of determination of these four variables has a significant effect on employee engagement. The research can be continued by using other variables, such as compensation (Indriyani, 2017), job satisfaction (Bellani, Ramadhani, & Tamar, 2017), person-job fit (Cai, Cai, Sun, & Ma, 2018;Lee & Kim, 2020), and perception of reality (Caulfield & Senger, 2017). In future research, the object of research can be continued in the application-based company because there are still many dimensions of employee engagement that must be studied in more depth and comprehensively.…”

Section: Discussionmentioning

confidence: 99%

How Great are Implication Factors for Employee Engagement in Application-Based Technology Company?

Azmy¹

2022

Binus Business Review

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Dimensions of organizational culture, training and development, job environment, and supervisor relationship have implications for employee engagement. Employee engagement is needed to produce high-quality work results in the application company. The purpose of the research was to analyze the factors with implications for employee engagement. The research objective was an application-based technology company in Indonesia. The sampling approach used a stratified method. Then, the number of respondents was 100 people. Meanwhile, the analysis method applied Partial Least Square (PLS). The results reveal that four variables have implications for employee engagement. The training and development dimension has the highest implications for employee engagement. The company must implement organizational culture in accordance with its core business values. Then, the conduciveness of the work environment must be increased to provide a positive psychological effect for employees. Similarly, supervisor relationships must be well maintained to monitor the work process. These four variables prove that the application-based technology company needs an increase in employee engagement to generate new business ideas. Innovation and creativity can be generated through employee engagement. The conclusion is that application-based technology company must pay attention to the application of culture organization and the sustainability of training and development programs, provide a comfortable job environment, and maintain supervisor relationships with their employees.

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Section: Discussionmentioning

confidence: 99%

How Great are Implication Factors for Employee Engagement in Application-Based Technology Company?

Azmy¹

2022

Binus Business Review

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“…This requires identifying the factors that reflect an applicant's ability to build social relationships and developing measurement indicators to evaluate those factors. For example, one representative job characteristic of a frontline bank employee is interpersonal interactions (Lee and Han, 2020), and resilience—an individual trait—reduces the stress that occurs in interpersonal relationships (Lee and Kim, 2020). For this reason, organizations may consider the applicants' resilience when hiring frontline bank employees.…”

Section: Discussionmentioning

confidence: 99%

The effects of frontline bank employees' social capital on adaptive selling behavior: serial multiple mediation model

Lee

Yoo

2021

IJBM

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PurposeThis study investigated the effects of social capital on frontline bank employee's adaptive selling behavior via the psychological process. Frontline bank employees' positive social relationships enhance their perception of the work environment and encourage work engagement. With the multiple mediation model, both internal and external social capital have direct and indirect influence on the frontline bank employee's adaptive selling behavior.Design/methodology/approachData for this study were collected from a cross-sectional sample of retail banking industry in Korea. Specifically, using two-step procedures, employees of financial service or insurance sales department in banks were selected and online survey questionnaires were distributed to them. Data from 330 employees were collected and analyzed.FindingsThe results of this study showed how social capital affects frontline bank employees' person–job fit as a cognitive psychological process, leading to work engagement as an emotional psychological process and, in turn, more adaptive selling behavior. Using multiple mediation analysis, the results showed that work engagement on its own exerts a mediating effect on social capital, whereas a person–job fit does not.Research limitations/implicationsThis study applied both aspects of the social capital concept by dividing it into internal and external social capital, and exploring each separately. This study examined the influence on psychological processes and behavioral response by distinguishing between the two forms of social capital. Second, this study expands the previous studies by introducing social capital as an antecedent factor of frontline bank employees' adaptive selling behavior. Finally, this study explains how frontline bank employees' relational resources (i.e. social capital) influence their emotional aspect (i.e. work engagement) and cognitive aspect (i.e. person–job fit), which ultimately influence performance-driven behavior (i.e. adaptive selling behavior).Practical implicationsThis research showed the importance of hiring frontline bank employees with excellent social capital capabilities. Furthermore, this study underscored the fact that organizations require preparing and providing practical management methods that can improve the social capital of their current frontline employees. Last, organization need to design the job in a way that innately improves frontline employees' social capital. Therefore, these jobs provide many opportunities for frontline bank employees to use their ability to build relationships in their interactions with customers and make practical decisions to achieve job performance.Originality/valueThis study improved our understanding regarding the importance of employees' social capital by revealing the psychological process of how frontline bank employees' social capital affects adaptive selling behavior. Second, this study expands on the literature by introducing internal and external social capital as an antecedent factor affecting the adaptive selling behavior of frontline bank employees. Furthermore, this study advances understanding on the manner in which relational resources of frontline bank employees (i.e. social capital) influence the emotional (i.e. work engagement) as well as the cognitive aspects (i.e. person–job fit), which ultimately influence performance-driven behavior (i.e. adaptive selling behavior).

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“…Literature shows that P-J fit has a positive relationship with work engagement (Deng, Li, 2016;Lee, Kim, 2020;Memon et al, 2015). On the other hand, work engagement is positively associated with job performance (Dajani, 2015;Ghafoor et al, 2011;Gupta et al, 2015).…”

Section: The Role Of Work Engagementmentioning

confidence: 99%

“…al., 2015;Lawrence et al, 2004;Sekiguchi, 2004) especially in high-skilled jobs (Kanyemba et al, 2015) to reduce monetary and time costs. A high level of P-J fit positively contributes to job satisfaction/motivation level, job performance, employee retention, work engagement, and employee well-being (Edwards, 1991;Lee, Kim, 2020;Wu et al, www.orgpsyjournal.hse.ru 2020). Employees with high P-J fit are more confident in executing their new ideas (John, Hin, 2015) and performing their jobs with lesser number of mistakes (Hamid, Yahya, 2016) because of the necessary knowledge, skills, and abilities for completing the jobs (June et al, 2013).…”

Section: Introductionmentioning

confidence: 99%

The mediating role of job satisfaction and work engagement in the relationship between self-reported person-job fit and job performance

Lee¹,

Tan²,

Krishnan³

2022

OrgPsy

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Purpose. Identifying the right people for the right jobs is crucial to maximizing employees’ job performance. Although the literature has consistently found a positive relationship between person-job-fit (P-J fit) and job performance, little attention has been given to the underlying mechanisms of the relationship. The present study proposed a parallel mediation model to investigate the hypothetical mediating roles of job satisfaction and work engagement in the relationship between self-reported P-J fit and job performance. Methodology. A total of 361 employees from the service sectors across multiple organizations in Malaysia answered the P-J fit scale, Job Satisfaction Survey, Utrecht Work Engagement Scale, and Individual Work Performance Questionnaire. Findings. Pearson correlation analysis showed that all the four variables were positively related to each other. Mediation analysis using the PROCESS macro found that P-J fit is indirectly associated with job performance through work engagement but not job satisfaction. Further analysis, however, supported the mediating role of job satisfaction when work engagement was controlled. Implications for practice. The findings indicate that work engagement playsa stronger role than job satisfaction. Employees with a better fit for the job are more engaged in their jobs, and that the high levels of work engagement would in turn positively relate to job performance. Value of the results. Organizations may consider improving the levels of work engagement of employees or lowering the factors that reduce the levels of work engagement to improve the job performance of employees with high P-J fit.

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The Effects of Service Employee Resilience on Emotional Labor: Double-Mediation of Person–Job Fit and Work Engagement

Cited by 8 publications

References 79 publications

How Great are Implication Factors for Employee Engagement in Application-Based Technology Company?

How Great are Implication Factors for Employee Engagement in Application-Based Technology Company?

The effects of frontline bank employees' social capital on adaptive selling behavior: serial multiple mediation model

The mediating role of job satisfaction and work engagement in the relationship between self-reported person-job fit and job performance

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