Why employee engagement matters? Evidences from Delhi Metro Rail Corporation in India

Abstract

PurposeThe purpose of this paper is to shed light on the relationship between organizational commitment (OC) and organizational citizenship behavior (OCB) as mediated by employee engagement (EE). The impact of different facets of OC (affective, continuance and normative) and EE (alignment, affectiveness and action-orientation) is examined with respect to OCB.Design/methodology/approachInsights from the literature underpin the hypotheses on how EE mediates the relationship between OC and OCB. Primary data using survey questionnaire were collected from 881 permanent employees of Delhi Metro Rail Corporation (DMRC) in India. Hayes' model 4 has been used for the mediation analysis.FindingsThe analyses show that only one facet of OC- affective commitment and the alignment and action-orientation dimensions of EE positively affect OCB. The relationship between OC and OCB is fully mediated by EE.Practical implicationsThe results imply that engaging employees is pivotal for effectively fostering citizenship behavior among employees. Organizations should be willing to implement strategies and interventions which enhance the emotional experience of employees to foster a sense of belongingness with the organization and engage them.Originality/valueThe paper draws on a unique data set of a prestigious organization in India to provide insights with substantial degree of generalizability into the relationship between OC, OCB and EE, whilst applying a comprehensive definition of these constructs. It is the first study to examine the inter-relationship among different facets of these constructs.

The Spillover Effect of Life Satisfaction on Customer Satisfaction: The Mediating Role of Service-Oriented Organizational Citizenship and the Moderating Role of Competition Climate

“…Second, this study enriches the understanding of the COR theory by showing the positive impact of life satisfaction on service-oriented OCB. Based on the work–family enrichment theory [ 13 ] and the COR theory [ 14 ], we hypothesize that individuals with higher life satisfaction can possess more work resources and positive affect [ 70 ] and have higher level of job satisfaction [ 71 ] and work engagement [ 19 , 20 , 21 , 22 , 23 ], which in turn will increase their extra work behaviors [ 24 , 25 ]. The results of our study support this hypothesis and broaden the understanding of the COR theory that it can be used to explain how personal resources impact service-oriented OCB.…”

“…The theory also holds that those who possess resources are more capable of gaining more, and, in addition, that initial resource gain begets future such gain, thus generating “gain spirals” [ 15 ], meaning that individuals with high life satisfaction are more likely to accumulate resources at work. According to previous studies, individuals with rich working resources tend to have higher work engagement [ 20 , 21 , 22 , 23 ], and highly engaged employees are more willing to do work beyond their duties [ 24 , 25 ]. In other words, life satisfaction can positively predict organizational citizenship behavior.…”

“…In accordance with the work–family enrichment model, we posit that higher life satisfaction leads to more organizational citizenship behavior [ 17 ] through increasing employee job satisfaction [ 16 , 18 , 19 ]. Moreover, according to the COR theory, individuals possessing rich job resources are more likely to be highly engaged in work [ 20 , 21 , 22 , 23 ] and thus demonstrate more organizational citizenship behavior [ 24 , 25 ]. In addition, service-oriented OCB is vital for customer service quality [ 26 , 27 , 28 ].…”

Psychological Contract Fulfilment: A Suitable Umpire Between Transformational Leadership and Employee Engagement in the Ghanaian Public Sector

“…Employee engagement thus been cited as a prominent facilitator for organization performance and success (Suhartanto & Brien, 2018;Sibanda et al, 2014). Several studies confirm a positive relationship between employee engagement and lower absenteeism, increased loyalty, improved citizenship behavior (Darban et al, 2022;Shrotryia et al, 2021) and enhanced customer service (Ghlichlee & Bayat, 2020). Conversely, employee disengagement result in low production, lack of creativity and high labor turnover.…”

Mapping research on family business in tourism and hospitality: a bibliometric analysis

“…Professionalism tends to take a backseat in the case of family businesses (Cattaneo and Bassani, 2020). So, management must ensure that while following the values of family, the functioning of the organization is based on standards and principles ensuring equity in the organization (Shrotryia et al , 2021). All the deserving employees should get rewards so that there is no resentment, the employee gets satisfaction, and the labor attrition rate remains low (Querbach et al , 2020).…”