Want Engaged Employees? Encourage Human Resource and Enhance Organizational Connectedness

2021 ◽  
Vol 6 (1) ◽  
pp. 1-12
Author(s):  
Abhishek Sharma
Keyword(s):  
Employee Engagement ◽  
Human Resource ◽  
Work Engagement ◽  
Organizational Identification ◽  
Practical Importance ◽  
Study Data ◽  
Organizational Productivity ◽  
Hr Practices ◽  
The Relationship ◽  
Viable Method

Work engagement is not only a "nice-to-have" but has been shown to be linked to various positive outcomes of work, including its proven financial and behavioural gains. The concern regarding employee engagement is increasing, and organizations of the 21st century are looking for every possible way to develop the culture of employee engagement deliberately. In this context, this research introduces employee engagement as a viable method to encourage organizational productivity and examines how perceptions of specific human resource (HR) practices and organizational identification relate to experiences of employee's work engagement. The study data was collected using standard psychometric tools from 75 mid-level managers working in various organizations. Statistical analysis was performed to answer research questions. The results conveyed the significance of applying encouraging human resource practices and demonstrated the positive effect of organization-al identification (OID) on work engagement. HR practices and OID were found instrumental in positively predicting the significant amount of work engagement. By discovering the relationship between HR practices (conditions that organizations can influence easily), organizational identification, and employee engagement, this study relates to the realistic implementation of measures to improve employee engagement and especially emphasises them. As most companies are searching for ways to promote employee engagement, the latest re-search results are of practical importance to HR executives.

Modelling the Link Between Developmental Human Resource Practices and Work Engagement: The Moderation Role of Service Climate

2019 ◽  
Vol 21 (1) ◽  
pp. 31-53 ◽  
Author(s):  
Umair Ahmed ◽  
Kabiru Maitama Kura ◽  
Waheed Ali Umrani ◽  
Munwar Hussain Pahi
Keyword(s):  
Employee Engagement ◽  
Human Resource ◽  
Work Engagement ◽  
Service Climate ◽  
Cross Sectional ◽  
Hr Practices ◽  
Developmental Opportunities ◽  
The Relationship ◽  
Training Opportunities

The purpose of this article is to examine the relationship between developmental human resource (HR) practices and work engagement by focusing on the moderating role of service climate. Specifically, employee training opportunities, career developmental opportunities, and developmental performance appraisal were cast as the key dimensions of developmental HR practices. We used cross-sectional data with survey from 277 employees in six large banks in Pakistan. The results suggest that each of the dimensions of developmental HR practices was positively related to work engagement. Also, service climate was found to moderate the relationship between training opportunities and work engagement. Similarly, results showed that service climate moderated relationship between career developmental opportunities and work engagement. Regarding the practical implications, results suggest that policymakers should consider enriching HR factors by providing supportive environment, feedback and service climate to enhance employee engagement. In terms of originality, we contended that, to date, there is paucity of empirical study linking developmental HR practices to employees’ work engagement. Hence, the present study addressed this gap by examining the relationship between developmental HR practices and work engagement, as well as the boundary condition on these relationships.

scholarly journals How employee perceptions of HR practices in schools relate to employee work engagement and job performance

2021 ◽  
pp. 1-19
Author(s):  
Jeske Van Beurden ◽  
Marc Van Veldhoven ◽  
Karina Van De Voorde
Keyword(s):  
Job Performance ◽  
Employee Engagement ◽  
Human Resource ◽  
Work Engagement ◽  
Employee Performance ◽  
Employee Perceptions ◽  
Primary And Secondary Education ◽  
Hr Practices ◽  
Teacher Work ◽  
Employee Work Engagement

Abstract This study examines how employee perceptions of the availability and the (in)effectiveness of human resource (HR) practices in schools relate to employee performance via work engagement. Incorporating the views of 208 Dutch primary and secondary education teachers, this study's findings show that both the availability and effectiveness of HR practices are positively associated with teacher work engagement and in turn job performance. However, when employees perceive the available HR practices as effective, this has a stronger effect on teacher work engagement compared to when they only perceive the HR practices as available. Moreover, results show that HR practices that are mentioned as available, but considered ineffective, are negatively related to employee engagement and job performance. Finally, our results provide initial evidence for potential differential effects of ability-, motivation- and opportunity-enhancing HR bundles on work engagement and job performance, depending on whether the availability, ineffectiveness or effectiveness of HR practices is studied.

Linking Work Engagement to Job Performance Through Flexible Human Resource Management

2017 ◽  
Vol 20 (1) ◽  
pp. 72-87 ◽  
Author(s):  
Chandra Sekhar ◽  
Manoj Patwardhan ◽  
Vishal Vyas
Keyword(s):  
Resource Management ◽  
Job Performance ◽  
Human Resource Management ◽  
Employee Engagement ◽  
Human Resource ◽  
Work Engagement ◽  
It Professionals ◽  
It Industry ◽  
Relationship Of ◽  
The Impact

The Problem The Indian information technology (IT) industry has shown a phenomenal growth over the last two decades. These changes such as increased global competition and the shift in the blend and level of the workforce have led to an increasing level of uncertainty in the industry. To overcome this unprecedented change, IT firms need to adopt flexible human resource management (FHRM) that has a direct and/or indirect impact on job performance. Therefore, the purpose of this article is to explore the impact of work engagement on job performance through FHRM among IT professionals in India. The Solution The results indicate that the use of FHRM by the employees is an important mediator between the positive relationship of work engagement and job performance. Both work engagement and FHRM contributed to job performance. The sample firm and responses for the study were limited to IT industry domain only. The results suggest that FHRM should be promoted at the employee and firm levels to boost job performance. The Stakeholders Reflecting on the employee engagement and job performance via FHRM would boost the organizational flexibility in the IT industry. FHRM makes the employee more organization fit and more engaged for their respective job. This study may be helpful in unveiling the importance of flexibility in job performance. To the best of the authors’ knowledge, this is the first study that links work engagement, FHRM, and job performance in the Indian IT industry context. The study helps in the development of theory in FHRM and employee engagement.

scholarly journals INVESTIGATING THE ROLE OF JOB SATISFACTION: DOES IT ACT AS A MODERATOR OR MEDIATOR BETWEEN ORGANIZATIONAL IDENTIFICATION AND WORK ENGAGEMENT?

2019 ◽  
Vol 6 (4) ◽  
Author(s):  
Sevcan KILIÇ AKINCI
Keyword(s):  
Job Satisfaction ◽  
Work Engagement ◽  
Social Identity Theory ◽  
Organizational Identification ◽  
Structural Equation ◽  
Mediating Effect ◽  
Business Units ◽  
Equation Modelling ◽  
The Relationship

This study extends Social Identity Theory by examining the link between organizational identification (OI) and work engagement (WE) through enhanced job satisfaction (JS) and testing it in a non-US environment, which makes contribution to the literature. The study was conducted on a large sample (527) of Turkish blue and white-collar employees from business units of 15 independent companies from 10 different industry types and data was analyzed with Structural Equation Modelling. The results showed that organizational identification is positively related with work engagement. Job satisfaction did not moderate the relationship between OI and WE, but it mediated 54 % of the effect of OI and thus, confirmed the applicability of Social Identitiy Theory in a Turkish context. Results revealed that a sense of identification may be a precondition for work engagement; but it is the mediating effect of job satisfaction, which enhances this relationship.

scholarly journals Antecedents of organizational identification: implications for employee performance

2022 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Syeda Wajiha Kazmi ◽  
Syeda Tuba Javaid
Keyword(s):  
Employee Engagement ◽  
Organizational Identification ◽  
Employee Performance ◽  
Quality Of Education ◽  
Content Type ◽  
Perceived Supervisor Support ◽  
The University ◽  
The Impact ◽  
The Relationship

Purpose This study aims to investigate the impact of three determinants of organizational identification (OID) on employee performance (EP) in the context of private business institutions. Design/methodology/approach A sample of 175 permanent faculty members from four top universities in Karachi, Pakistan, was interviewed using a five-point Likert scale questionnaire. The data were inserted in SPSS 22 and SmartPLS v 3.2 for performing the analysis. Findings Results of the study showed a significant effect in perceived supervisor support on OID; OID; job satisfaction and EP; and mediating relationship. Conversely, an insignificant effect was observed in workplace incivility. Research limitations/implications It is highly recommended that organizations work on the areas that lead to enhancing their employees’ performance. Also, human resource should create a healthy culture that promotes initiatives, open-door policies and discourages power distance. Lastly, one of the key responsibilities of management is to strengthen their OID because employees are more likely to identify with their supervisors if they invest in the organizations they work for. Practical implications This study will help strengthen the relationship between supervisors and university employees. It will guide the supervisors to acknowledge and appreciate the efforts of their subordinates and develop recreational policies and employee engagement activities. In addition, it will help develop a conducive environment and enhance the quality of education in the university and the society. Originality/value Understanding the determinants of OID on EP in the educational context is very important as it enhances the quality of EP and the overall quality of education of the institution.

Organizational identification and employees’ innovative behavior: the mediating role of work engagement and the moderating role of creative self-efficacy

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Guangning Zhang ◽  
Yingmei Wang
Keyword(s):  
Work Engagement ◽  
Organizational Identification ◽  
Self Efficacy ◽  
Innovative Behavior ◽  
Content Type ◽  
Mediating Role ◽  
Creative Self ◽  
The Relationship ◽  
Moderating Role

Purpose This study aims to investigate the effect of organizational identification to employees’ innovative behavior, the mediating role of work engagement and the moderating role of creative self-efficacy in the relationship between organizational identification and employees’ innovative behavior. Design/methodology/approach This study adopted questionnaires to gather data. The sample of 289 employees working in diverse organizations in China was applied to examine the hypotheses. Findings The results indicates that organizational identification is positively related to employees’ innovative behavior and work engagement mediates the relationship between organizational identification and employees’ innovative behavior. In addition, creative self-efficacy enhances the relationship of work engagement and employees’ innovative behavior. Originality/value This study builds a system from psychological aspect to behavior, which includes the effect of individual cognition to explain the mechanism of organizational identification on employees’ innovative behavior.

Perceived organizational injustice and counterproductive work behaviours: mediated by organizational identification, moderated by discretionary human resource practices

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Dirk De Clercq ◽  
Yasir Mansoor Kundi ◽  
Shakir Sardar ◽  
Subhan Shahid
Keyword(s):  
Human Resource ◽  
Organizational Identification ◽  
Content Type ◽  
Mediating Role ◽  
Hr Practices ◽  
Time Lagged ◽  
Counterproductive Work Behaviours ◽  
Counterproductive Work Behaviour ◽  
Organizational Injustice

PurposeThis research unpacks the relationship between employees' perceptions of organizational injustice and their counterproductive work behaviour, by detailing a mediating role of organizational identification and a moderating role of discretionary human resource (HR) practices.Design/methodology/approachThe hypotheses were tested with a sample of employees in Pakistan, collected over three, time-lagged waves.FindingsAn important reason that beliefs about unfair organizational treatment lead to enhanced counterproductive work behaviour is that employees identify less strongly with their employing organization. This mediating role of organizational identification is less salient, however, to the extent that employees can draw from high-quality, discretionary HR practices that promote their professional development and growth.Practical implicationsFor management practitioners, this study pinpoints a key mechanism – the extent to which employees personally identify with their employer – by which beliefs about organizational favouritism can escalate into purposeful efforts to inflict harm on the organization and its members. It also reveals how this risk can be subdued by discretionary practices that actively support employees' careers.Originality/valueThis study adds to previous research by detailing why and when employees' frustrations about favouritism-based organizational decision making may backfire and elicit deviant responses that likely compromise their own organizational standing.

scholarly journals Human Resource Practices, Eudaimonic Well-Being, and Creative Performance: The Mediating Role of Idiosyncratic Deals for Sustainable Human Resource Management

2019 ◽  
Vol 11 (24) ◽  
pp. 6933
Author(s):  
Esther Villajos ◽  
Núria Tordera ◽  
José M. Peiró
Keyword(s):  
Human Resource Management ◽  
Human Resource ◽  
Well Being ◽  
Creative Performance ◽  
Idiosyncratic Deals ◽  
Mediating Role ◽  
Hr Practices ◽  
The Relationship

Traditional Human Resource Management (HRM) focusing on maintaining the status quo is no longer in the spotlight. Sustainable HRM has become the new approach, emphasizing the need to attend to organizational results directed toward reaching different goals and integrating the needs of diverse stakeholders. Moreover, in response to the challenges that organizations face in volatile, uncertain, complex, and ambiguous (VUCA) environments, Human Resource (HR) practices can contribute to the development of idiosyncratic deals (negotiation of individual HR practices) that might facilitate employees’ creativity and eudaimonic well-being in the long term and, thus, the sustainability of these organizations. Thus, the aim of this study is to test the mediating role of idiosyncratic deals (i-deals) in the unfolding relationship between HR practices, eudaimonic well-being and creative performance. Using a longitudinal database (three waves), the hypotheses are tested using structural equations modeling. The results support the idea that HR practices function as an antecedent for i-deals. More specifically, i-deals fully mediate the relationship between HR practices and eudaimonic well-being. In turn, i-deals and eudaimonic well-being fully mediate the relationship between HR practices and creative performance, which suggests that, through i-deals, HR practices become more beneficial for both employees and employers. In conclusion, these results are important for sustainable HR development, because HR practices enhance i-deals, which increase well-being, enhancing performance in the long term.

Can Engaged and Positive Employees Delight Customers?

2017 ◽  
Vol 20 (1) ◽  
pp. 103-122 ◽  
Author(s):  
Musarrat Shaheen ◽  
Farrah Zeba ◽  
Pankaj Kumar Mohanty
Keyword(s):  
Health Care ◽  
Human Resource Development ◽  
Human Resource ◽  
Work Engagement ◽  
Health Care Sector ◽  
Work Behavior ◽  
Customer Delight ◽  
Relationship Of ◽  
The Relationship

The Problem Although there have been a plethora of studies on the determinants of customer delight in marketing literature, less attention has been given to understand the role of employees’ work engagement and psychological capital (PsyCap) in satisfying and delighting customers. The objective of the present study is threefold—the first is to examine how engaged employees are positive and efficacious; the second is to investigate how engaged, positive, and efficacious employees delight patients specifically in the health care sector; and the third is to examine how the relationship between employees’ positive PsyCap and customer delight is mediated by beneficiary contact, which is the perception of employees about the meaningful impact of their efforts on their patients. The Solution Previous studies have shown that employees who are absorbed, dedicated, and immersed in their work are more confident and positive at their workplace. Engaged, positive, and confident employees not only keep themselves but also their customers happy and positive through their optimistic outlook and efficacious work behavior. Responses are collected from 200 employees and their 200 patients from different hospitals of India. Hierarchical regression analysis shows a significant and positive relationship between work engagement, PsyCap, and customer delight. Work engagement is found to predict PsyCap and customer delight. Beneficiary contact is found to mediate between the relationship of PsyCap and customer delight. The originality of the article lies in its interdisciplinary approach to understand how engaged and dedicated employees keep themselves and their patients positive and delighted. The Stakeholders This study is of relevance to human resource development (HRD) professionals, customer relationship managers of the health care sector, and also academicians belonging to the disciplines of marketing and human resource management. The findings of this study would help them understand how engaged employees lead to employees’ positive PsyCap and customer delight. Furthermore, they will also understand the vital role of the interface between employees and customers, as beneficiary contact mediates the relationship of employees’ PsyCap and customer delight.

Sustainable HRM: toward addressing diverse employee roles

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Nataliya Podgorodnichenko ◽  
Adeel Akmal ◽  
Fiona Edgar ◽  
Andrè M. Everett
Keyword(s):  
Human Resource ◽  
Holistic Approach ◽  
Study Data ◽  
Structured Interviews ◽  
Policy And Practice ◽  
Content Type ◽  
Hr Practices ◽  
Using Data ◽  
Hr Managers ◽  
Levels Of Integration

PurposeThe purpose of this empirical study is to develop an understanding of how human resource (HR) managers employed by organizations with an explicit sustainability agenda view employees as stakeholders, and to explore how such views are operationalized in HR policies and practices.Design/methodology/approachAn interpretive approach using data from 35 semi-structured interviews was adopted for this study. Data were transcribed and analyzed using the Gioia methodology.FindingsComparison of approaches to sustainable human resource management (HRM) revealed three distinctive conceptualizations of employees with respect to the sustainability agenda – employees as a driving force for sustainability, employees as consumers of HR practices and employees as members of a community. Strong levels of integration between the HRM and sustainability agendas were only evidenced in those organizations where an attempt had been made to address all three roles simultaneously. Findings suggest that engagement with a sustainability agenda widens the remit of the HRM function, underscoring the importance of employees' roles as consumers of HR practices and as members of wider communities.Practical implicationsBy addressing the integration of HRM with a sustainability agenda, this article helps practitioners recognize diversity among employees' roles and the varying associated needs. Examples of policy and practice initiatives that effectively address these needs are provided.Originality/valueHRM has been widely criticized for overemphasizing shareholder value, thereby lacking in attention to the needs of other stakeholders, including employees. Findings from this study suggest the holistic approach advocated by a sustainability agenda can effectively quell these concerns.

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