Work Engagement Among Public Employees: Antecedents and Consequences

Self-compassion and work engagement among Chinese nurses: exploring mediating effects of depression, anxiety, and stress

Objective

Work engagement significantly influences both the quality of nursing care and nurses' job performance. In this study, we aimed to explore the mediating effects of negative emotions on the relationship between self-compassion and work engagement among Chinese nurses.

Method

A cross-sectional study was performed on nurses in a tertiary A hospital located in Henan province from September, 2023 to December, 2023. Custom-designed digital surveys were disseminated to gather pertinent data. Structural Equation Modelling (SEM) were utilised to analyse the data and determine relationships among self-compassion, negative emotions and work engagement.

Results

A total of 1,201 nurses were included. According to the statistical model, self-compassion (β = 0.116, CI: -0.036 to -0.008, p < 0.001) and negative emotions (β = -0.372, CI: -0.053 to -0.033, p < 0.001) were correlated with work engagement. Furthermore, our analysis revealed that negative emotions partially mediated the relationship between self-compassion and work engagement (β = 0.174, CI: -0.066 to -0.020, p < 0.01).

Conclusion

These findings indicate that incorporating self-compassion and negative emotion regulation in interventions targeting work engagement may enhance the overall level of work engagement among nurses, thereby improving job satisfaction and the quality of patient care.

The burdens and benefits of managing and engaging: a diary study approach to person-centred risk assessment of top executives and works council members

The present diary study investigates the impact of daily effort-reward imbalance (ERI), subjective stress and the cortisol awakening response (CAR) as an objective measure on work engagement of top managers and high-level works council members (N = 45) on three consecutive working days. In the scope of psychosocial risk assessment, we argue that focusing on ERI as a generalized work characteristic might be more suitable for work re-design of higher leadership positions because of their highly dynamic and unpredictable psychosocial work characteristics, while at the same time having more access to job resources. The analyses reveal that both baseline and daily ERI, as well as subjective stress, influence work engagement. Our results suggest that interventions to reduce daily levels of ERI may improve the work environment of top managers and works councils by promoting work engagement and related positive health outcomes in the scope of person-centred risk assessment.

Unraveling the Link between Perceived ESG and Psychological Well-Being: The Moderated Mediating Roles of Job Meaningfulness and Pay Satisfaction

Enhancing corporate accountability in areas such as environment, social, and governance (ESG) has solidified its role in the discussion on improving corporate resilience and growth. ESG management activities not only augment corporate sustainability and risk control but also influence the professional roles and personal lives of members through their perceived ESG. Historically, most ESG research has centered on the interrelation of corporate ESG endeavors and outcomes, while studies focusing on the influence of perceived ESG on members have been sparse. In this light, our investigation, rooted in the conservation of resources theory, aimed to delineate the mechanistic link between perceived ESG and members' psychological well-being. This study employed a stratified random sampling technique and collected data across three waves, each spaced four weeks apart. Our sample comprised 325 Korean employees working in administrative, technical, service, and sales roles. This study recruited 325 Korean employees across three time-lagged phases and found that ESG comprehension enhances job meaningfulness, subsequently amplifying psychological wellness. Intriguingly, as pay satisfaction escalates, the mediating role of job meaningfulness between perceived ESG and well-being intensifies. Our study underscores that for organizations to harness perceived ESG to boost psychological well-being via job meaningfulness, managing pay satisfaction is imperative. These findings highlight a crucial policy implication: policymakers must actively promote ESG awareness and incorporate it into employee compensation strategies. This integration is essential to cultivating a healthier, more engaged workforce and driving long-term organizational success.

Relationship between resilience at work, work engagement and job satisfaction among engineers: a cross-sectional study

BACKGROUND

Workplace challenges can negatively affect employees and the organization. Resilience improves work-related outcomes like engagement, satisfaction, and performance. Gaps exist in studying resilience at work, particularly in relation to engagement and satisfaction. Therefore, this study aims to investigate relationship between Resilience at Work, Work Engagement and Job Satisfaction among engineers in an Egyptian Oil and Gas Company.

METHODS

It was a cross-sectional study. The target population was the engineers who are working in Egyptian Oil and Gas Company. The study was performed on 100 engineers. Participants were enrolled by simple random sampling technique via an online questionnaire. The study was conducted from May 2023 to the end of September 2023. The data were collected in the duration of June to August 2023. Data was obtained through a structured and personally accomplished questionnaire, which was disseminated electronically via email. The questionnaire comprises of personal information, work experience, a Resilience at Work scale consisting of 20 items, the Utrecht Work Engagement Scale with nine items to evaluate work engagement, and the 20-item Short-Form Minnesota Satisfaction Questionnaire was utilized to determine employee satisfaction. The bivariate analysis employed independent samples t-test and Mann-Whitney U test. The associations between scores were measured by Spearman rho correlation. Simple linear and multiple linear regressions were used to predict work engagement and job satisfaction.

RESULTS

A statistically strong positive correlation was observed among all the aspects of work engagement, including vigor, absorption, and dedication. This study demonstrated a significant correlation between resilience and work engagement (r = 0.356, p < 0.05). There was a strong correlation between resilience and job satisfaction (r = 0.608, p < 0.05). A significant moderate correlation was determined between job satisfaction and work engagement (r = 0.396, p < 0.05). Both gender with a female coefficient of -15.517, and resilience with a coefficient of 0.235 significantly predicted work engagement. Whereas, the significant predictors of job satisfaction were resilience (β = 0.294), and work engagement (β = 0.283).

CONCLUSIONS

Resilience greatly affects work engagement and job satisfaction. Thus, organizations need to promote resilience in employees to create a positive work environment and increase productivity.

The Relationship Between Market Culture, Clan Culture, Benevolent Leadership, Work Engagement, and Job Performance: Leader's Dark Triad as a Moderator

Benevolent leadership is one of the leadership styles which provides a positive influence on employees. However, the current leadership literature has yet to investigate how benevolent leadership leads to job performance, the processes involved, the relationship between organizational culture and benevolent leadership, and the role of dark side of leaders in affecting this relationship. Using the leader-culture fit framework within an Eastern context, the current study first investigates the relationship between benevolent leadership and job performance through work engagement. The study then compares two contrasting organizational culture (i.e., market culture and clan culture) on benevolent leadership. Finally, the study investigates how leaders' dark triad affects the relationship between organizational culture and benevolent leadership. 374 full-time white-collar employees (Males = 54.01%; Mean age: 32.7 years) from various private organizations within the service industry participated in this study. The results showed that work engagement mediated benevolent leadership and job performance. Market culture showed a negative relationship with benevolent leadership while clan culture showed a positive relationship with benevolent leadership. Benevolent leadership mediated clan culture (but not market culture) and work engagement. Under a high market culture with a high dark triad leader, benevolent leadership is at its lowest level. Under a high clan culture with a low dark triad leader, benevolent leadership is at its highest level. The findings suggest the importance of benevolent leadership within a clan culture (rather than market culture), in aligning with the leader-culture fit framework in increasing employees' work engagement and job performance.

The effect of unstable job on employee's turnover intention: The importance of coaching leadership

Swift social and economic environmental changes such as COVID-19 pandemic have led to increased job insecurity. The current study examines the intermediating mechanism (i.e., mediator) and its contingent factor (i.e., moderator) in the association between job insecurity and employee's turnover intention, especially from the perspective of positive psychology. By establishing a moderated mediation model, this research hypothesizes that the degree of employee meaningfulness in work may mediate the relationship between job insecurity and turnover intention. In addition, coaching leadership may play a buffering role to positively moderate the harmful impact of job insecurity on meaningfulness of work. With three-wave time-lagged data that was collected from 372 employees in South Korean organizations, the current study not only demonstrated that meaningfulness of work mediates the job insecurity-turnover intention relationship, but also that coaching leadership functions as a buffering factor in reducing the harmful influence of job insecurity on meaningfulness of work. The results of this research suggest that the level of meaningfulness of work (as a mediator) as well as coaching leadership (as a moderator) are the underlying processes and the contingent factor in the job insecurity-turnover intention link.

Employee Engagement and Innovative Work Behavior Among Chinese Millennials: Mediating and Moderating Role of Work-Life Balance and Psychological Empowerment

Given the ever-changing business environment, organizations are forced to consider innovation as an essential prerequisite to enhance their efficiency, productivity, and sustainability. In this regard, organizations pay increased attention to enhancing employees' engagement (EE) and stimulating their innovative work behaviors (IWBs). Research emphasizes the importance of employees' IWBs in achieving competitive advantages and organizational sustainability. In this research, we address the question of whether employee engagement leads to stimulating IWBs of the Chinese millennial workforce in service industries. In addition, we explore the potential mediating effect of work-life balance (WLB) and the moderating influence of psychological empowerment (PE) on the relationship between EE and IWBs. Self-administered questionnaires were used to collect data from 372 Chinese senior employees working in the IT, trade, real estate, financial, and telecommunication industries. Our empirical findings showed that highly engaged employees are most likely to exhibit IWBs and maintain a WLB. In addition, the relationship between EE and IWB was partially mediated by WLB. Moreover, the interaction between EE and PE was found to strengthen employees' IWBs. Our study contributes to understanding the importance of EE as an essential prerequisite for millennials' IWBs and provides new insights for service organizations to encourage employees' IWBs. This study contributes to the human resource management field by offering valuable implications vis-à-vis how service organizations operating in a turbulent business environment stimulate the IWBs of their millennial workforce.

A New Concept of Work Engagement Theory in Cognitive Engagement, Emotional Engagement, and Physical Engagement

The concept of work engagement (WE) has aroused the interest of many scholars. However, there has been limited academic research in examining how authentic leadership (AL) can influence WE, which consequently influences organizational citizenship behavior (OCB) and task performance (TP). In particular, this study divides WE into cognitive engagement, emotional engagement, and physical engagement to fully reflect the engagement theory. This study introduces three dimensions of WE and tests the theoretical model to validate cognitive engagement, emotional engagement, and physical engagement. Empirical testing using a survey of 151 employees of retail travel agencies in Taiwan revealed that the AL can influence cognitive engagement, emotional engagement, and physical engagement, and also OCB and TP. These analysis results can assist vendors to implement OCB and TP through WE and AL.