The mediating effect of work engagement on innovative work behavior and the role of psychological well-being in the job demands–resources (JD-R) model

Abstract

PurposeThis study revisits the role of work engagement (WE) on innovative work behavior (IWB) in conjunction with the job demands–resources (JD-R) model, specifically examining its mediating role between antecedent variables of psychological well-being (PWB), interpersonal conflict (IPC) and perceived organizational support (POS).Design/methodology/approachThe study was conducted within five different sectors and 416 work settings in Turkey. A cross-sectional, correlational research design was used, and structural equation modeling (SEM) was applied to test the mediating effect of WE.FindingsThe results of the SEM provided partial support for eight hypotheses. The results of this study demonstrate a positive relationship between PWB, POS, WE and IWB. This indicates that resources are vital in increasing both WE and IWB. As expected, the correlation of IPC and IWB resulted in a negative relationship. The findings demonstrate a positive relationship between PWB and WE and IWB.Research limitations/implicationsExtending the model, future research could incorporate the antecedents as mediators and utilize them to further explore the mechanisms of employee engagement (EE) and the IWB link. It would also be beneficial to include other variables such as personal differences, trust, personal environment fit, fairness in the workplace, recognition and organizational culture and employee value proposition as moderators of EE and IWB.Practical implicationsThe findings offer the suggestion of few practical applications such as the need to encourage organizations to enhance PWB to foster positive feelings in the work environment. This includes increasing employees' effort and dedication by utilizing POS in the workplace and considering employee's well-being. Additionally, EE should be an important organizational strategy to positively influence employee creativity within the workplace.Social implicationsThis research was conducted within the Turkish business context; it would be worthwhile to validate the findings of this study in a multicultural context that did not share similar basic characteristics as those in Turkey. There could be a comparative study of EE between Turkey and other countries as a cross-cultural investigation.Originality/valueThe results of data analysis have revealed an enhanced understanding of the role of the mediation effect of WE on IWBs. This study also expands the concept that psychological well-being can enhance WE, which in turn corresponds to more IWB in the context of the JD-R model. The findings indicate that in order to better comprehend its function, IPC needs to be further examined with other antecedents.

The Impact of Transformational Leadership on Affective Organizational Commitment and Job Performance: The Mediating Role of Employee Engagement

“…Furthermore, the job demand-resource model explains that engagement at work is much more effective than job demand in predicting organizational commitment since the latter predisposes an employee toward more professional and emotional exhaustion and ultimately leads to burnout ( Jena et al, 2018 ). The previous investigation also indicates that a work environment that provides psychological safety and meaning ensures the commitment of the employees toward their organizations ( Koroglu and Ozmen, 2021 ).…”

“…Such leader behavior may not only influence employees’ perceptions that the job is more challenging but also their perceptions of autonomy in the work climate because employees are given the flexibility to solve problems using novel methods ( Hameed et al, 2019 ). Taken together, increased perceptions of challenge and autonomy can activate employees intrinsically, and thus, may increase employee engagement ( Koroglu and Ozmen, 2021 ). Therefore, we hypothesized;…”

“…Based on the job demands-resource (JD-R model) an employee’s engagement is enhanced by job resources and it can produce positive work outcomes ( Breevaart and Bakker, 2018 ; Kwon and Kim, 2020 ). Based on this JD-R model employee engagement has a mediating role in the relationship between job resources ( Koroglu and Ozmen, 2021 ). The behavior of leaders in the shape of transformational leadership indicates job resources toward employee engagement ( Katou et al, 2021 ).…”

Fostering University Students’ Engagement in Teamwork and Innovation Behaviors through Game-Based Learning (GBL)

“…However, it is in the individual where organizational innovation capability largely resides. While it seems to be an imperative for workers to be innovative in their workplaces, this requirement may also constitute a demand that negatively influences their health at work [6], and the benefits of being innovative in terms of individual psychological well-being, such as work commitment [7] could outweigh its costs [8]. Not surprisingly, both innovation and well-being are two important sustainable development goals (SDG) included in the 2030 Agenda for Sustainable Development, which was defined, and adopted by 193 countries around the world in September 2015.…”

Investigating the role of employee psychological well-being and psychological empowerment with relation to work engagement and sustainable employability

“…It is also noted that psychological well-being brings satisfaction and innovation at the workplace (Grant et al , 2007). Thus, with support of prior studies conducted by Koroglu and Ozmen (2021), Robertson and Cooper (2010) researcher has outlined employee psychological well-being and psychological empowerment in the research model to understand how these psychological dimensions influence employee behavior toward work engagement and bring sustainable employability. Another area of research that needs the researcher’s attention is to identify HR practices, which impact employee behavior toward work engagement.…”