The Role of Co-worker and Supervisor Support in the Relationship Between Job Autonomy and Work Engagement Among Portuguese Nurses: A Multilevel Study

Abstract

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Individual and group‐level job resources and their relationships with individual work engagement

“…To conclude, it seems not only not additionally favorable but even detrimental for employees' work engagement, first, if their work group colleagues on average perceive high job control and task identity and second, when there is a small dispersion in these perceptions, i. e. , work group members perceive their task-related resources very similarly. This negative relationship is unexpected and contrary to the positive cross-level relationship reported in one study where team coworker and manager support were positively related to individual work engagement 17) . That study, however, was based on a more narrow study population of nursing teams in one hospital.…”

“…With regard to the three job resources subfactors, group membership yielded a small to medium effect on manager and peer behavior (5% and 8%, respectively) and a medium to large effect (19%) on task-related resources. These values are comparable to those found in the literature on work characteristics and well-being 17 , 18 , 30 - 32) . Studies reporting higher ICC(1) values used a different approach in operationalizing group-level constructs.…”

“…Studies reporting higher ICC(1) values used a different approach in operationalizing group-level constructs. For example, constructs have a different meaning if they directly refer to the overall level of support within the team, i. e. , team support, which has been performed in a study by Vera et al 17) , or whether individually perceived support is aggregated to a mean level of support in teams, which is the case in this study. Moreover, it seems as if the taskrelated resources clustered more.…”

“…That study showed that team-level support from coworkers and supervisors was positively related to individual work engagement. However, this effect was not controlled for the individual-level support from co-workers and supervisors 17 ) . Thus, that study does not indicate whether team-level support is helpful for work engagement over and above individual support.…”

A Study of the Relationship between Work Engagement and Job Satisfaction in Private Companies in Kurdistan

“…Therefore, keeping individuals happy and satisfied with their present job would be a leading priority for every organization. Human resource management practices attempt to allocate and assign the human capital in the great potential ways to attain long term organizational objectives, they offer penalty of advantages and benefits resulting increasing level of job satisfaction (Vera, et al, 2016). Moreover, according to Bartak and Jabłoński, (2016) motivated employees are expected to be more engaged and committed to their duties and responsibilities.…”