Employee engagement has emerged as an important concept in hospitality management as well as in human resources management fields. The purpose of the study was to assess the determinants of employee ...engagement in the South African hospitality industry. The study was conducted against a backdrop caused by volatile uncertain, complex and ambiguous business environments in which business and hotels in general operate exposing employees in the hotel industry to serve in very difficult conditions due to the nature of the diverse and changing needs of their clients. The study used a sample of 260 employees from 15 hotels within and around eThekwini municipality territorial jurisdiction. A cross-sectional survey was used based on a deductive research approach. Both quantitative and qualitative data was collected using a questionnaire. Research findings submits that hotels that put a strong emphasis on cultivating engaged workers reap substantial rewards. Employees who report being engaged at work have been shown to perform better at work, as employee involvement is related to organisational results such as efficiency, organisational citizenship, and overall job performance. The researcher recommends that organisations should examine the possible relationships between engagement and performancerelated outcome variables that indicate improving engagement, as these provide a competitive advantage over rivals.
This study aims to analyze the level of Employee Engagement in education personnel at Merdeka University Malang and another factors related to quality of work life and work motivation. This research ...was followed by 60 employees of Education Staff of Merdeka University Malang. Explanatory research using a quantitative approach was applied in this research. This study explores the phenomenon of organizations that are increasingly responsive to employee needs. This phenomenon happen so that the company does not lose its best people. Yet the issue of stealing employees is still frequently heard. Organizations are competing to retain employees by paying attention to the quality of work life of their employees and providing encouragement in the form of motivation to retain employees. Based on the simultaneous test results, it can be concluded that there is a significant influence between the quality of work life and work motivation on employee engagement. However, in partial testing, it can be concluded that there is no significant effect between the Quality of Work Life variable and the Employee Engagement variable.
This research extends the group engagement model (GEM) to examine how fairness judgments implicate both organizational-level and individual-level outcomes, including patient health and satisfaction ...(i.e., patient health outcomes) and employee health. Based on the social identity arguments of the GEM, we argue that fair career advancement procedures at the organizational level and experiences of discrimination at the individual level are indicators of identity-based evaluations of fairness. Utilizing annual staff survey data from the National Health Service (NHS) in the U.K. (n = 147 hospitals with n = 60,602 employees), we observe that organizational fairness of career advancement procedures significantly relates to patient health through the hospital-level mediator, employee voice. Individual fairness of an employee's personal experience with discrimination significantly relates to employee health through the individual-level mediator, psychological safety. Results support the three-stage indirect effect from organizational-level fairness to employee health via individual-level fairness and individual-level psychological safety. In supplemental studies, measurement limitations are addressed through multitrait multimethod matrix and content validation approaches. These results indicate that the archival NHS measures sufficiently operationalize the constructs of interest providing further support for the hypothesized model. The theoretical and practical implications of this work for multilevel conceptualizations of fairness and healthcare organizations are presented.
We present the conceptualization and validation of the Needs-Based Job Crafting Scale (NJCS), a new assessment tool theoretically grounded in the Identity-Based Integrative Needs Model of Crafting ...and DRAMMA psychological needs (detachment, relaxation, autonomy, mastery, meaning, and affiliation). The article is composed of three studies. In Study 1, we develop the NJCS and test its factorial structure using a cross-sectional sample of Finnish employees (N = 578). In Study 2, we validate the factor structure and test the scale for measurement invariance across time with longitudinal samples from Finland (N = 578) and Japan (N = 228). In Study 3, we examine the convergent, criterion, and incremental validity using a sample of German and Swiss employees (N = 1,101). The results confirm a six-factor structure of the scale as defined by the detachment, relaxation, autonomy, mastery, meaning, and affiliation needs in all three samples. The NJCS showed convergent validity when correlated with the conceptually related Needs-Based Off-Job Crafting Scale (NOCS), a job crafting scale based on the job demands-resources (JD-R) model, and the Proactive Personality Scale. Further, the six job crafting dimensions explain a large amount of variance in work engagement, job satisfaction, burnout, and psychological needs satisfaction; thus, supporting criterion validity of the scale. Finally, the NJCS explains variance beyond the existing JD-R based job crafting scale in work engagement, job satisfaction, burnout, and recovery experiences; thus, supporting incremental validity of the NJCS. Together with the existing NOCS, the NJCS facilitates the examination of crafting dynamics within and across work and nonwork life domains, applying a shared theoretical framework of psychological needs.
Purpose Grounded in the transformational leadership theory, conservation of resource theory and job demands-resources model, this paper aims to examine the effect of transformational leadership on ...psychological empowerment and employee engagement of faculty members in Bangladesh and Thailand. This study also integrates Hofstede’s cultural dimensions theory to justify whether transformational leadership could affect psychological empowerment of faculty members in these two countries differently. Design/methodology/approach Survey data were collected from a total of 457 faculty members from two universities in Bangladesh ( n = 243) and two universities in Thailand ( n = 241). This study used partial least squares structural equation modeling for analyzing the proposed model. Findings The evidence shows that faculty members who worked for department heads and who exhibited transformational leadership demonstrated high level of psychological empowerment and employee engagement. Psychological empowerment also mediates the effect of transformational leadership on employee engagement. Moreover, the degree to which transformational leadership positively affects psychological empowerment is stronger for faculty members in a higher power distance culture (Thailand) than for those faculty members in a lower power distance culture (Bangladesh). Practical implications Because human capital plays a crucial role in determining the potential of universities to achieve superior performance, universities should provide leadership training to help department heads understand the key elements of transformational leadership and apply them in their management practices to promote empowerment and engagement of their faculty members. Originality/value The finding provides new evidence that broadens the knowledge from existing research about the cross-cultural effectiveness of transformational leadership, which has not been explored in the area of psychological empowerment.
Employees with mental health conditions often struggle to remain in employment. During the COVID-19 pandemic, these employees faced additional stressors, including worsening mental health and work ...productivity. In 2020, as part of a larger programme of work called the Mental Health and Productivity Pilot (MHPP), we developed a new early intervention (MENTOR) that jointly involved employees, managers, and a new professional (Mental Health Employment Liaison Worker, MHELW). The intervention involved trained MHELWs delivering ten sessions to employees with existing mental health conditions and managers (three individual sessions and four joint sessions) over twelve weeks. These sessions aimed to improve psychological flexibility, interpersonal relationships, and engagement of employees. This feasibility randomised controlled trial aimed to examine the feasibility and acceptability of the intervention from the perspective of employees and managers using a mixed methods approach. The intervention was largely considered feasible and acceptable. Initial findings suggest there may be benefits for employees productivity, mental health, and managers' mental health knowledge. Logistical challenges acted as a barrier to the participation of employees and managers in the trial and their retention throughout its duration. The major strengths of this study were the co-design and inter-disciplinary approach taken. Overall, findings suggest that this novel intervention has potential but needs some adjustments and testing in a larger sample.
•We developed an early intervention (MENTOR) to support employees with mental health conditions to help them stay engaged and productive at work.•MENTOR involves individual and joint sessions with employees and their managers, delivered by Mental Health Employment Liaison Worker (MHELW).•The intervention aims to improve psychological flexibility, interpersonal relationships and productivity.•The co-design and interdisciplinary approach were major strengths of the study, suggesting potential for future research and application.
•Safety leadership is a significant antecedent of safety performance.•Employee engagement has the relevant characteristics to explain why safety leadership could influence safety ...performance.•Employee engagement’s impact on safety performance could change as a function of psychological safety.
Introduction: The study assessed the impact mechanisms of employee engagement and psychological safety in safety leadership and safety performance relationships. Method: We collected 539 valid responses from contract miners using a multi-wave survey research design. We analyzed the data quantitatively using the structural equation model (SEM) and hierarchical regression analysis (HRA) in AMOS and SPSS version 26 software. We used SEM to examine our proposed framework's main and structural mediation effects. HRA was used to test the moderation effect of our framework. Results: From the SEM results of our study, safety leadership significantly and positively influenced all two dimensions of safety performance-safety compliance and safety participation -- and all three dimensions of employee engagement-vigor, dedication, and absorption. Also, vigor, dedication, and absorption partially mediated the relationship between safety leadership and safety compliance, but fully mediated the safety leadership-safety participation relationship. From the HRA results, psychological safety significantly moderated two employee engagement variables (thus, vigor and dedication) and safety compliance. Also, it moderated all three variables of employee engagement (vigor, dedication, and absorption) and safety participation. Practical Applications: This current study highlights the importance of examining safety leadership on specific job performance, such as safety performance. It also highlights the necessity of having psychological safety and enhancing employee engagement in the mines.
In this study, we integrate two careers-related literatures-callings research and mentoring research-by examining how mentoring relationships might help close the gap between people's perception of a ...calling and actually living out their calling. Drawing on work as calling theory (WCT; Duffy, Dik, Douglass, England, & Velez, 2018) as a framework, our results first revealed that, consistent with previous research, perceiving a calling is an important antecedent to living a calling. However, in our sample of 129 U.S. teachers, results further showed that the relationship between perceiving a calling and living a calling is stronger for those with a mentor in their profession. We additionally extend WCT by examining both positive and potentially negative outcomes associated with living a calling, focusing on stress-related outcomes. Our findings revealed that, in addition to reporting higher levels of job satisfaction and work engagement, those who were living their calling experienced lower rates of stress-related absenteeism and reported fewer somatic complaints than those who did not believe they were living their calling. In sum, this study is unique in its integration of two focal careers-related literatures, and it provides practical implications for professionals, counselors, educators, and organizations.
Public Significance Statement
Findings from this study suggest that mentoring relationships can increase the likelihood that individuals will be able to translate a perceived calling into actually living out their calling. Career counselors might use this knowledge to help individuals overcome the barriers to living out a calling; and in turn, allow them to experience the benefits associated with living a calling at work such as greater job satisfaction and work engagement, along with reduced strain and absenteeism.
The purpose of this paper is to build on personal engagement and role theory to develop a conceptual definition of engagement to different organizational roles (job, organization, supervisor, and ...coworkers) and create and validate the Role-Based Engagement Scale (RBES). Data were collected from four samples (n = 1,302) of employees, including three from multiple organizations and one from an aircraft manufacturer. Results across three studies consistently support the four dimension structure of the RBES, its internal consistency, convergent, discriminant, and predictive validity based on a series of confirmatory factor analyses. The RBES is a psychometrically sound instrument that measures engagement to job, organization, supervisor, and coworkers. This instrument will provide more targeted information for human resource management (HRM) professionals tasked with developing training methods and processes to improve low-scoring dimensions of engagement, optimizing HRM interventions.
Guided by self-determination and social exchange theories, we examine how leader-member exchange (LMX) quality impacts follower well-being. Despite LMX relationships being dynamic in nature, the way ...relationship quality varies over time and its impact on well-being has not been examined in detail. To address this important issue, a daily diary study is reported of employees from a variety of organizations. One hundred and fifty-eight participants completed a daily diary in the morning and evening for five consecutive workdays (k = 603 observations). Measures included hedonic and eudaimonic well-being, and social and economic LMX exchanges. There was a significant variation of LMX quality over the diary days. Daily LMX quality predicted daily follower well-being (while controlling for morning well-being). Further, for those that interacted with their manager, social LMX exchanges but not economic LMX exchanges predicted daily well-being. Interaction characteristics (frequency, time, content) had a relatively small impact on daily well-being. As predicted, work engagement mediated the relation between daily LMX quality and social LMX exchanges (but not daily economic LMX exchanges) with well-being. The results show how LMX quality affects followers' well-being that varies daily, that is affected by leaders' behaviors.
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