Self-Engagement Moderates the Mediated Relationship Between Organizational Constraints and Organizational Citizenship Behaviors Via Rated Leadership

The Importance of Leader Integrity on Family Restaurant Employees’ Engagement and Organizational Citizenship Behaviors: Exploring Sustainability of Employees’ Generational Differences

The purpose of this study is to investigate how foodservice employees’ perceptions of their leader’s integrity affect their work engagement and organizational citizenship behaviors, with the aim of moderating empirical evidence of generational differences. This study was administered to 218 foodservice employees using a self-administered questionnaire. The validity and reliability of the measured items were reviewed using a confirmatory factor analysis (CFA), and they were verified using structural equation modeling (SEM). The study results showed that leader integrity had a significant positive effect on employees’ work engagement, and organizational citizenship behaviors, while employee engagement induced by leader integrity increased organizational citizenship behaviors (OCBs). Also, the results found that the effects of leader integrity on OCBs were stronger for Generation Y workers than for Generation X workers. Limitations and future research directions are also discussed.

Work engagement and intercultural adjustment

While engagement seems to have promising prospects for predicting organizational behavior in domestic organizations, few scholars have included this in cross-cultural management research. We use survey results from 640 self-initiated expatriate academics in Greater China to study the relation between work engagement and intercultural adjustment. We focus on expatriates in Greater China because in terms of economy, this is a fast-growing area and because, with regard to language and culture, this region deviates substantially from the Western countries that most expatriates there come from. This is not least in relation to age perceptions. Contrary to the dominating theoretical position, we found that the different dimensions of work engagement, namely, vigor, dedication, and absorption, have different effects on intercultural adjustment. Moreover, we found that the effect of job dedication on reducing time to proficiency was stronger for older expatriates.

Team spirit makes the difference: the interactive effects of team work engagement and organizational constraints during a military operation on psychological outcomes afterwards

This article prospectively explores the effects of collective team work engagement and organizational constraints during military deployment on individual-level psychological outcomes afterwards. Participants were 971 Dutch peacekeepers within 93 teams who were deployed between the end of 2008 and beginning of 2010, for an average of 4 months, in the International Security Assistance Force. Surveys were administered 2 months into deployment and 6 months afterwards. Multi-level regression analyses demonstrated that team work engagement during deployment moderated the relation between organizational constraints and post-deployment fatigue symptoms. Team members reported less fatigue symptoms after deployment if they were part of highly engaged teams during deployment, particularly when concerns about organizational constraints during deployment were high. In contrast, low team work engagement was related to more fatigue symptoms, particularly when concerns about organizational constraints were high. Contrary to expectations, no effects for team work engagement or organizational constraints were found for post-traumatic growth. The present study highlights that investing in team work engagement is important for those working in highly demanding jobs.