The psychological mechanism linking employee work engagement and turnover intention: A moderated mediation study

A cross-cultural comparison of work engagement in the relationships between trust climate - Job performance and turnover intention: Focusing China and Pakistan

While the significance of cross-cultural research has been acknowledged over time, there remains a gap in understanding its relationship with employee outcomes. This study delves into the associations between organizational trust climate (TC) and job performance (JP), as well as turnover intention (TI), seeking to ascertain if work engagement (WE) plays a mediating role. Additionally, the research investigates potential differences in the mediating effect between China and Pakistan. Data gathered from 270 participants in China and 242 in Pakistan were subjected to structural equation modeling (SEM) for analysis. Findings indicated that perceptions of individual WE serve as a bridge between organizational TC and JP, with the effect on JP being notably stronger among the Chinese participants. Moreover, the mediating role of WE in the link between organizational TC and TI was more pronounced for the Pakistani participants. On a practical front, such insights can equip managers with a nuanced understanding of the ripple effect that a trust-infused environment can have on employee engagement, subsequently influencing performance and retention rates.

Psychological impact of COVID-19 pandemic and turnover intention: The moderating effect of employee work engagement

The study aimed to understand the relationship between the psychological impact of the COVID-19 pandemic and turnover intention and the moderating role of employee engagement. Data were collected via a structured questionnaire through both hand deliveries of printed questionnaires and Google docs from 187 frontline employees in the Ghanaian public sector. The hypotheses were tested using structural equation modeling. There exists a positive and significant relationship between the COVID-19 pandemic and employee turnover intentions. Out of the three dimensions of work engagement, vigor had a significant negative moderating effect on the relationship between psychological impact and turnover intentions. This implies that the positive effect of the psychological impact of COVID-19 on turnover intentions is minimized, where employees have high levels of energy and mental resilience while working, thus their vigor is high rather than low. The study contributes to literature on employee work engagement by using the Job demands-resources model to unravel the specific dimension of employee engagement that can minimize the negative impact of COVID-19 on employees' turnover intention in the public sector in a developing country.

“Control yourself or someone else will control you. Effect of job demands on employee burnout: a perspective from self-regulation theory”

Purpose

This paper aims to show the role of employees’ self-regulation in defining the effect of job demands on employees’ burnout. Moreover, the paper also highlights the importance of a high-performance work system (HPWS) on the relation between job demands and employee self-regulation.

Design/methodology/approach

Data has been collected from public sector hospital nurses through a survey strategy following a time-lagged approach. This data has been analysed to validate the measure and to test the hypotheses through structural equation modelling.

Findings

Results of this study indicate that job demands affect employees’ burnout through adaptive regulation (recovery) and maladaptive regulation (self-undermining). Adaptive regulation minimizes while maladaptive regulation supports this effect. Moreover, results also highlight the role of HPWS in mitigating the negative impact of job demands on adaptive regulation.

Practical implications

This study serves as a guide for managers to minimize the burnout of their subordinates in the face of increasing job demands. This study also emphasizes the use of HPWS in organizations so that the burnout of the employees may be decreased by increasing adaptive self-regulation or recovery.

Originality/value

This study enriches the literature on the job demand resource theory by showing how employee job demands, employee self-regulation (psychological processes) and HPWS (organizational processes) collaborate to determine the extent of job burnout of employees.

Linking job crafting, innovation performance, and career satisfaction: The mediating role of work engagement

BACKGROUND

The demand for innovation and satisfaction is increasing rapidly due to technological advancement and the fast-changing business environment.

OBJECTIVE

The purpose of this article is to investigate how job crafting augments work outputs (i.e., innovation performance and career satisfaction) through work engagement.

METHODS

Data were collected from 477 workers working in the Pakistan manufacturing sector. A structural equation modeling technique was used to investigate the mediation model.

RESULTS

Job crafting has a direct and indirect association with innovation performance and career satisfaction - via employees' work engagement. Additionally, the mediating impact was stronger for innovation performance than for career satisfaction. The findings advocate that managers should pay attention to employees' job crafting to improve employees' work engagement in manufacturing organizations. To improve employees' innovation performance and career satisfaction via work engagement, it is important to improve organization-wide job crafting in traditional manufacturing organizations. Strategic and managerial actions related to job crafting might boost employees' engagement in the organization that environments provide incessantly better outcomes.

CONCLUSION

By linking job crafting and work engagement to their attitude towards career satisfaction and innovation performance in Pakistani manufacturing firms, this study adds a new dimension to the study of Pakistani manufacturing employees and typically to the best practices in career debates. This knowledge is important and unique because it accentuates that in addition to work engagement, which focuses primarily on employee growth in the organization, job crafting should also be given equal importance to advance manufacturing employees' outcomes.

“The perfect moment is this one. The effect of mindfulness on employees: a perspective from self-determination theory”

Purpose

This paper aims to show the direct and indirect effects of mindfulness on the employees’ commitment in the employees who perform monotonous work. Moreover, it also shows the role of basic psychological needs proposed by self-determination theory (SDT), on the relationship between mindfulness and commitment.

Design/methodology/approach

This paper has used a time-lagged approach. Data has been collected from the nurses in public sector hospitals through a survey strategy. Structural equation modeling has been used to validate the measure and to test the hypotheses.

Findings

The results of thi study reveal that there is a positive relationship between mindfulness and employee affective organizational commitment. This study also shows that in the existence of a high level of autonomy, mindfulness does have more effect on commitment. Moreover, this study also shows that this relationship is mediated by employee boredom. However, this mediation is not moderated by the satisfaction of the need for autonomy.

Practical implications

This study serves as a guide for frontline managers in situations where they want their subordinates who perform monotonous and boring work to remain committed to the organization. This study also emphasizes the recruitment of employees who may show more trait mindfulness.

Originality/value

This study enriches the literature in the field of organizational behavior by showing how basic psychological needs proposed by SDT collaborate with mindfulness in producing employees’ positive attitudes.

The effects of organizational silence on work engagement, intention to leave and job performance levels of nurses

BACKGROUND: Reducing the level of organizational silence can play an important role in the work-related decisions of nurses. However, to date a comprehensive study investigating the effect of organizational silence on work engagement, intention to leave, and job performance levels of nurses has yet to be conducted. OBJECTIVE: This study aimed to explain the effect of organizational silence on work engagement, intention to leave, and job performance of nurses. METHODS: The sample of the study consisted of 224 nurses. The Organizational Silence Scale, the Job Performance Scale, the Intention to Leave Scale, and the Work Engagement Scale were used to collect data in this study and the Pearson correlation test and regression tests were used in the data analysis. RESULTS: It was observed that organizational silence was negatively correlated with job performance (r = –0.455) and work engagement (r = –0.242), and positively correlated with intention to leave (r = 0.440) (p < 0.01). Regression analysis also illustrated that dimensions of organizational silence have a significant effect on job performance, intention to leave, and work engagement. CONCLUSION: A decrease in the organizational silence level of nurses is effective in decreasing intention to leave and increasing work engagement and job performance levels. Nurses should be able to express their opinions clearly towards other healthcare professionals and management and management should provide this working environment for nurses. To increase work engagement and job performance levels and decrease intention to leave, meetings and educational programs that reduce organizational silence might be developed at an organizational level by management.

A Parallel Mediation Analysis on the Effects of Pandemic Accentuated Occupational Stress on Hospitality Industry Staff Turnover Intentions in COVID-19 Context

The purpose of this research was to analyze how different effects of the COVID pandemic, expressed through pandemic accentuated occupational stress, perceived job insecurity, occupational safety and health perception and perceived organizational effectiveness, may impact turnover intentions of the personnel in the hospitality industry. Our research team designed an online questionnaire which was analyzed with network analysis to depict the relationship between factors, and, then, a confirmatory factor analysis was employed to confirm the distribution of the items to the envisaged five factors. Based on a sample of 324 randomized Romanian hospitality industry staff, the results of our cross-sectional study revealed that occupational safety and health perception, perceived organizational effectiveness and perceived job insecurity in the pandemic accentuated occupational stress to indirectly and significantly impact hospitality industry staff turnover intentions (TI). The results indicated that, while the total effect of PAOS on TI was significant, the direct effect was still significant, while all three mediators remained significant predictors. Overall, mediators partially mediated the relationship between PAOS and TI, indicating that employees with low scores on occupational safety and health perception (OSHP), and perceived organizational effectiveness (POE) and high scores on perceived job insecurity (PJI) were more likely to have higher levels of TI turnover intentions.

The Effect of Perceived Organizational Support and Employee Care on Turnover Intention and Work Engagement: A Mediated Moderation Model Using Age in the Post Pandemic Period

The purpose of this study was to adopt the well-established and mature job demands–resources model (JD-R), and to extend its model to work engagement and turnover intention of frontline healthcare personnel. Using the cross-sectional survey and partial least squares path modeling tools, the results showed that perceived organizational support had a negative impact on the turnover intention of frontline healthcare staff. This finding is important because it shows how the medical system managers can buffer the negative impact of a lack of job resources on the work engagement of employees in terms of personal strategies, such as the psychological pressure in coping with a high workload. Compared with employee care, perceived organizational support for the respondents had a positive impact on work engagement, whereas work engagement had a negative impact on turnover intention. This study successfully integrated the literature on job resources, work engagement, and turnover intention to determine the real needs of frontline medical personnel.

The psychological mechanism linking life satisfaction and turnover intention among healthcare workers during the COVID-19 pandemic

BACKGROUND

COVID-19 challenged and brought turmoil to the healthcare workers' mental and psychological well-being. Specifically, they are feeling tremendous pressure and many of them worry about their work conditions and even intent to leave them. In this situation, it is of utmost for them to satisfied their lives during the challenging situation.

OBJECTIVE

This paper explores the relationship of life satisfaction with healthcare workers' turnover intention during the COVID-19 pandemic. It was hypothesized that this relationship would be mediated by trust climate, and this mediation association would be stronger when workers experience job embeddedness in the workplace.

METHODS

Survey data were collected from the 520 healthcare workers. A moderated mediation examination was employed to test the hypotheses.

RESULTS

Results revealed that life satisfaction is positively related to a trusting climate that, in turn, is negatively related to workers' turnover intention. Moreover, the association between life satisfaction and turnover intention was moderated by job embeddedness.

CONCLUSIONS

Focusing on improving healthcare workers' job embeddedness and increasing their trust climate might enhance life satisfaction and reduce turnover intention. The implications of the findings are also discussed for research and practice.

Career adaptability as protagonist on contemporary rural migrant workers' turnover intention: The mediating effect of organization embeddedness and organizational identification

BACKGROUND

Contemporary migrant workers from rural areas demonstrate high turnover behaviors in China and pose substantial threats to China's economic growth.

OBJECTIVE

This study aimed to explore the causes of this short-term employment from the perspective of individual dispositions in terms of career adaptability. This study investigated organization embeddedness and organizational identification as underpinning mechanisms linking career adaptability to turnover intention. The hypotheses explanations were provided according to the Conservation of Resources theory.

METHODS

Survey data were collected from 379 migrant workers from rural areas in the manufacturing sectors of China, and the structural equation modeling technique was used to find the range of outcomes.

RESULTS

The empirical results demonstrate that career adaptability does not meaningfully predict turnover intention but is positively and significantly related to organization embeddedness and organizational identification. Organization embeddedness and organizational identification both negatively and significantly predicted turnover intention and also played as a conciliator in the association between career adaptability and turnover intention.

CONCLUSION

Our results suggest management and human resource specialists can directly influence the turnover intention of contemporary rural migrant workers via paying attention to these two critical factors, namely, organization embeddedness and organizational identification.

Consistency or Hypocrisy? The Impact of Internal Corporate Social Responsibility on Employee Behavior: A Moderated Mediation Model

Adopting social identity theory, this study examined the process linking the relations between internal corporate social responsibility (InCSR), work engagement, and turnover intention by focusing on the mediating influence of organizational identification and the moderating role of perceived corporate hypocrisy. Data were obtained from 311 medical staff (excluding supervisors and managers) of a public regional teaching hospital in Taiwan. The results revealed that employees are more dedicated to work and less inclined to leave the firm if they perceive that InCSR is implemented within the firm. However, if an employee perceives corporate hypocrisy of inconsistency between communication and actual actions, it may have the opposite effect on employees. Likewise, the higher the level of perceived corporate hypocrisy, the lesser the positive effect of InCSR on employee behavior. Finally, the implications, limitations, and suggestions for future research were discussed.

COVID-19: The effects of job insecurity on the job engagement and turnover intent of deluxe hotel employees and the moderating role of generational characteristics

COVID-19 has caused an unprecedented crisis in all industries around the world. This study sought to verify that job insecurity, as perceived by deluxe hotel employees, significantly affects their job engagement and turnover intent and to determine the moderating effect of generational characteristics. The finding showed that perceptions of job insecurity had negative effects on the engagement of deluxe hotel employees. Also, employees' job engagement can decrease turnover intent. The engagement of employees fully mediated the relationship between perceptions of job insecurity and turnover intent, and job insecurity caused by COVID-19 had a greater influence on Generation Y than Generation X in reducing job engagement, indicating that the negative impact of job insecurity is higher in Generation Y.

Three-Way Interaction Effect of Job Insecurity, Job Embeddedness and Career Stage on Life Satisfaction in A Digital Era

Along with the severe global employment challenges caused by the rapid rise of digital technologies, the job insecurity (JI)-life satisfaction (LS) association has attracted increasing attention. However, there is still a dearth of studies investigating the crucial boundary conditions of JI-LS relationships in non-Western contexts. To fill this gap, we choose China, the world's largest emerging economy, which is undergoing a radical digital transformation, as our research setting. Building on the conservation of resource (COR) theory, we focus on exploring two critical buffers of the JI-LS mechanism, of which job embeddedness (JE) characterizes a significant psychological resource and career stage embodies the time dynamics of this model. Data were collected from a sample of 317 Chinese media organization employees and were analyzed by the moderated hierarchical multiple regression approach. Our results show that JI is negatively related to LS and this relationship becomes stronger when employees have low JE (vs. high). Further, this two-way interaction is moderated by career stage; the impact of JI on LS is (1) stronger only for mid-late career stage employees who experienced low JE, and (2) weaker also only for mid-late career stage employees who experienced high JE. This study enriches the existing body of knowledge on the JI-LS model by highlighting the three-way interaction effect of JI, a critical psychological resource (i.e., JE), and time effect (i.e., career stage) on LS; it implies that older people with a certain amount of career experience and resource accumulation may perceive the effect of JI on LS differently than younger people.