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Jaya, Lalu Heri Saputra, and Eny Ariyanto. "The Effect of Vigor, Dedication and Absorption on the Employee Performance of PT Garuda Indonesia Cargo." European Journal of Business and Management Research 6, no. 4 (August 21, 2021): 311–16. http://dx.doi.org/10.24018/ejbmr.2021.6.4.1006.
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This study aims to analyze the effect of vigor, dedication and absorption on the employee performance of PT Garuda Indonesia Cargo. The object of this study is the employees of PT Garuda Indonesia at the Head Office Cargo Directorate, which is located in the Cargo Area of Soekarno-Hatta Airport. The population of this study is 93 employees of PT Garuda Indonesia at the Head Office Cargo Directorate. The sampling method used is a census sample. Therefore, the sample of this study is 93 employees. Multiple linear regression analysis is used in this study with the help of the SPSS application version 26. The results of this study indicate that simultaneously, vigor, dedication and absorption have a positive and significant effect on employee performance. Partially, both vigor and dedication have a significant positive effect on employee performance. Meanwhile, absorption has no effect and is not significant. The magnitude of the influence (R Square) of vigor, dedication and absorption on employee performance is 48,1%.
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Srie Intan Maisyuri, Ratih, and Eny Ariyanto. "THE AFFECT OF VIGOR, DEDICATION AND ABSORPTION ON THE EMPLOYEE PERFORMANCE AT PT. MANDIRI UTAMA FINANCE." Dinasti International Journal of Management Science 2, no. 4 (April 14, 2021): 689–702. http://dx.doi.org/10.31933/dijms.v2i4.819.
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This research has purpose to revealed those affect from all dimensions of employee engagement, which is vigor, dedication and absorption on the performance of employees at PT. Mandiri Utama Finance. The aims of this research was to discovered an descriptive explanation relates to the vigor, dedication, absorption and also employees performance at PT. Mandiri Utama Finance and it affects towards the performance of employees at PT. Mandiri Utama Finance. The research population was all employees of PT. Mandiri Utama Finance, which amounted of 210 people. Due to the relatively small population, so all the employees were made as respondents (saturated sampling). The data analysis method used multiple linear regression analysis by SPSS (Statistical Package for The Social Sciences) software version 25. The results showed that vigor had a positive and significant affect on employee performance, dedication had a positive and significant affect on employee performance and absorption had a positive and significant affect on employee performance. All above variables has a weak impact with coefficient of determination (R²) only for 32%.
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Zhang, Juncheng, Wendelien van Eerde, Josette M. P. Gevers, and Weichun Zhu. "How temporal leadership boosts employee innovative job performance." European Journal of Innovation Management 24, no. 1 (March 12, 2020): 23–42. http://dx.doi.org/10.1108/ejim-05-2019-0112.
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PurposeThe purpose of this paper is to examine how temporal leadership relates to employee innovative job performance through pro-social rule breaking for efficiency (PSRB_E) and vigor. As such, it draws from both motivational and affective perspectives to investigate the way in which leaders manage employees' time to boost employee innovation at work.Design/methodology/approachThis study adopts a two-source survey with coworker dyads from multiple organizations in China. Two hundred and three focal employees rated temporal leadership, time pressure and vigor. Each focal employee was rated by a coworker on PSRB_E and innovative job performance. Structural equation modeling (SEM) and bootstrapping techniques are used to examine the hypothesized relationships with the R package for latent variable analysis (i.e. lavaan).FindingsThe results suggest that temporal leadership positively relates to employees' innovative job performance through the mediations of their PRSB_E and vigor, respectively.Originality/valueThis study is one of the first that sought to understand the effect of temporal leadership on employee innovative job performance. It also casts light upon the motivational and affective mechanisms underlying such a linkage.
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Ben Hador, Batia. "How intra-organizational social capital influences employee performance." Journal of Management Development 35, no. 9 (October 10, 2016): 1119–33. http://dx.doi.org/10.1108/jmd-12-2015-0172.
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Purpose The purpose of this paper is to contribute to a growing research field on the subject of intra-organizational social capital (IOSC) and its effects on employee job performance. Design/methodology/approach Data were collected from a sample of 209 employees in community centers. The variables that were specified are IOSC, vigor, self-efficacy, and a supervisor report regarding employee performance. Findings The results indicate a mediation-moderation model in which the connection between IOSC and employee performance is mediated by vigor and moderated by self-efficacy. Research limitations/implications Although the sample includes employees from a single organization, collecting data from different sources within the organization permitted to overcome this limitation. Mainly, the current findings emphasize the importance of the interaction between environment and personality. Practical implications Creation and preservation of IOSC in organizations increases the employee vigor and can serve to upgrade performance. Originality/value The important role of IOSC in organizations has been confirmed. Furthermore, the combination between supportive environment and personality traits can foster employee performance.
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Tang, Shangbiao, Guanglei Zhang, and Hai-Jiang Wang. "Daily Empowering Leadership and Job Crafting: Examining Moderators." International Journal of Environmental Research and Public Health 17, no. 16 (August 9, 2020): 5756. http://dx.doi.org/10.3390/ijerph17165756.
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In this study, we built and tested a contingency model linking leader daily empowering behaviors with employee daily job crafting. Drawing on the contingency leadership literature and the model of proactive motivation, we theorized employee daily work meaning and vigor as moderators of the above relationships. Daily data were collected from 103 Chinese employees for five consecutive days. Our findings suggest that leader dayT (a certain day) empowering behaviors are more strongly related to employee dayT+1 (next day after the certain day) job crafting when employee dayT work meaning is low and employee dayT+1 vigor is high. Our findings suggest that only under certain conditions can empowering leadership promote employee job crafting on a daily basis.
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Bhardwaj, Bhawana, and Namrita Kalia. "Contextual and task performance: role of employee engagement and organizational culture in hospitality industry." Vilakshan - XIMB Journal of Management 18, no. 2 (April 6, 2021): 187–201. http://dx.doi.org/10.1108/xjm-08-2020-0089.
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Purpose Extensive work related to examining predictors and determinants of employee engagement and job performance have been conducted in past studies. A dearth of studies relating organizational culture and employee engagement with contextual and task performance in the hospitality industry necessitated the present study. This study aims to examine variability in the task and contextual performance owing to employee engagement and organizational culture. Design/methodology/approach The study has been conducted in four districts of Himachal Pradesh using a multistage sampling technique. A total of 360 hotel employees were involved in collecting their responses through a structured questionnaire. Findings The results of multiple regression showed that vigor, dedication and absorption variables of employee engagement contribute toward contextual performance. Vigor and absorption affect the task performance of employees. In the case of contextual performance vigor shows maximum contribution followed by absorption and dedication whereas for task performance, the maximum contribution is exhibited by absorption followed by vigor. Organizational culture sub-variables of experimentation, autonomy and trust came out to be major predictors, which help to improve contextual and task performance of employees. Practical implications The study suggests that psychological ownership, along with trust toward top management can create an enriched work culture, which influenced both the contextual and task performance of employees. The findings of the study can be practically used by government and private organizations for improving workforce performance in the hospitality industry. Future research can be conducted based on the findings of the study. Originality/value The study provides insight on how and to what extent cultural and employee engagement variables can affect employee’s contextual and task performance. The present study adds value to the existing literature and investigates the role of culture and employee engagement in enhancing task and contextual job performance. Managers and policymakers can use the findings of the study to improve organizational culture, employee engagement and performance of the employees in the hospitality sector. The study opens avenues for future studies.
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Lu, Lu, Allan Cheng Chieh Lu, Dogan Gursoy, and Nathan Robert Neale. "Work engagement, job satisfaction, and turnover intentions." International Journal of Contemporary Hospitality Management 28, no. 4 (April 11, 2016): 737–61. http://dx.doi.org/10.1108/ijchm-07-2014-0360.
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Purpose This study aims to investigate the influence of employee positions (supervisor vs line-level employee) on work-related variables (e.g. work engagement, job satisfaction and turnover intentions). Design/methodology/approach Data were collected from line-level employees and supervisors of 29 mid- to up-scale hotels. A series of one-way ANCOVA were performed to test the position differences in work engagement, job satisfaction and turnover intentions. Hierarchical regression analyses were conducted to examine the moderating role of employees’ positions on the relationships between those variables. Findings Supervisors have significantly higher work engagement and lower turnover intentions than line-level employees, whereas job satisfaction does not differ across positions. Employee positions significantly moderate the relationship between absorption and job satisfaction, and the relationship between dedication and turnover intentions. Practical implications This study provides an in-depth analysis for hotel managers to capture work-related factors (i.e. work engagement, job satisfaction and turnover intentions) across employee positions. Dedication is the primary barometer that significantly leads to job satisfaction and reduced turnover intentions compared to vigor and absorption. Although job satisfaction may be boosted by improving employee work engagement (i.e. vigor, dedication and absorption), increasing absorption is not an effective solution to increase supervisors’ job satisfaction. Hotel managers need to carefully monitor supervisors’ levels of dedication, given its focal impact on turnover intentions. Originality/value This study is one of the first attempts to examine the differences between line-level employees’ and supervisors’ work engagement (i.e. vigor, dedication and absorption) and its consequences (i.e. job satisfaction and turnover intentions). Findings highlight the unique influence of the individual dimension of work engagement on job satisfaction and turnover intentions. This study reveals the moderating effect of employee positions on the links between engagement dimensions and consequences.
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Wicaksono, Biyanto Daru, and Siti Rahmawati. "Pengaruh Employee Engagement Terhadap Kinerja Karyawan Direktorat Sistem Informasi dan Transformasi Digital Institut Pertanian Bogor." Jurnal Manajemen dan Organisasi 10, no. 2 (January 20, 2020): 133–46. http://dx.doi.org/10.29244/jmo.v10i2.30132.
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Employees who are engaged will give the best performance and do things related to the job optimally in order to achieve the goals of the institution. This study aims to analyze the influence of employee engagement on the performance of employees of the Directorate of Information Systems and Digital Transformation (DSITD) of IPB University. The research method used is quantitative research method, using descriptive statistik analysis and multiple linear regression analysis. The results of the study can be concluded that the state of employee engagement and employee performance in DSITD IPB is in good category. Partially, absorption elements have been found to effect the employee performance. However, together with vigor and dedication, absorption element have an effect of 67,5 percent on employee performance, meaning that of all variables that can affect employee performance, employee engagement only affects 67,5 percent.
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Al-dalahmeh, Mahmoud, Ra’ed Masa’deh, Rana Khaled Abu Khalaf, and Bader Yousef Obeidat. "The Effect of Employee Engagement on Organizational Performance Via the Mediating Role of Job Satisfaction: The Case of IT Employees in Jordanian Banking Sector." Modern Applied Science 12, no. 6 (May 10, 2018): 17. http://dx.doi.org/10.5539/mas.v12n6p17.
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This study sought to investigate the effect of IT employees' engagement on organizational performance through the mediating role of job satisfaction for IT employees within the IT Departments in Jordanian banking sector. Quantitative research design and regression analysis were applied on a total of 429 valid returns that were obtained in a questionnaire based survey. The results showed that IT employee engagement significantly affected organizational performance and three of its dimensions, vigor, absorption, and dedication contributed significantly to organizational performance. The results also showed that IT employee engagement positively and significantly affected job satisfaction, where vigor had the most contribution. In addition, it was found that job satisfaction significantly and positively affected organizational performance. Furthermore, job satisfaction only partially mediated the association between IT employee engagement and organizational performance. This study implies that IT departments in Jordanian banking should try their best to promote and facilitate IT employees' engagement and satisfaction in an effort to improve their performance, which will eventually yield positive results for the bank as a whole. In light of these results, the research presented many recommendations for future research, the most important ones were the application of this study in other sectors, cultures, and countries, the exploration of the moderating role of job satisfaction instead of mediating role, and the use of other sampling techniques.
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Ismail, Firdausi, and Suryandari Istiqomah. "Identifikasi Organisasi, Keterlibatan Kerja, dan Kepuasan Kerja." Media Riset Manajemen 1, no. 1 (November 30, 2018): 80–92. http://dx.doi.org/10.20961/mrm.v1i1.2.
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The aim of this study is to examine the role of work engagement, vigor, dedication, and absorption in relationship between organizational identificarion on job satisfaction as a mediating variable. This study uses 162 employees as sample. The sampling method uses quantitative method. This study object is employees bakery of ganep's, oen and sahabat in Surakarta city. This study uses Partial Least Square as its data analysis. Data processing uses Microsoft Excel 2010 and Smart PLS Version 3 for Windows. The result of this study proved that there is influence between organizational identification on job satisfaction which has 5.981 its T Statistic score, the influence of the organizational identification on work enggagement has 13.114 for its T Statistic score, the influence of the work enggagement on job satisfaction has 6.115 its T Statistic score, by using a mediation test of 5.585 The influence between organizational identification, work enggagement and Job satisfaction is significant so that Hypothesis 1 and 2 are significant. The influence of organizational identification on job satisfaction with the variables of mediation of vigor, dedication, and absorption has a value mediation test of 2,478, 4,322, 3,341. T statistic score and mediation test will be significant if the score >1,96. Five hypothesis mentioned above shows that all hypothesis in this study are significant. Therefore, a company must maintain a sense of organizational identification, work enggagement which includes vigor, dedication and absorption for each employee, because with high organizational identification, the level of employee job satisfaction will be high through mediation of work enggagement, vigor, dedication and absorption. So that employees will be as strong as possible to realize the goals and expectations of the company and better at work.
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MAULANA, HERDIYAN, and VERAWATI VERAWATI. "PENGARUH GAYA KEPEMIMPINAN TRANSFORMASIONAL TERHADAP KETERIKATAN KARYAWAN: STUDI PADA PT. PERTAMINA (PERSERO)." JPPP - Jurnal Penelitian dan Pengukuran Psikologi 3, no. 2 (October 30, 2014): 47–51. http://dx.doi.org/10.21009/jppp.032.01.
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This study was conducted in order to investigate the effect of transformational leadership towards employee engagement. In this study, transformational leadership style possesses several dimensions which consist of: charisma, intellectual stimulation, individual consideration and inspirational motivation. Whereas the employee engagement dimensions are consist of vigor, dedication and absorption.MLQ for leadership transformational scale and UWES for employee engagement scale were used to measued the intended variables. 30 employees (17 females and 13 males) from the corporate legal function of PT Pertamina (Persero) were recruited as research participant through the proportional sampling technique. The data analysis that has been used for the purpose of this study is regression analysis. Results from the study explained that there was a significant influence between transformational leadership and employee engagement; with 0.478 correlations (rxy) and 0.229 R-square (R2) value. The value itself indicates that the transformational leadership variable has an effect of 22.9% towards the engagement among employees. Therefore, it would be useful for companies to increase their employee engagement.
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Carmeli, Abraham, Batia Ben-Hador, David A. Waldman, and Deborah E. Rupp. "How leaders cultivate social capital and nurture employee vigor: Implications for job performance." Journal of Applied Psychology 94, no. 6 (2009): 1553–61. http://dx.doi.org/10.1037/a0016429.
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Douglas, Stephanie, and Robin Roberts. "Employee age and the impact on work engagement." Strategic HR Review 19, no. 5 (July 1, 2020): 209–13. http://dx.doi.org/10.1108/shr-05-2020-0049.
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Purpose Employee engagement studies are popular in contemporary research because of the complexity organizations face in nurturing the performance and productivity of multi-generations of workers. The purpose of this paper is to assess association of age and dimensions of work engagement. Design/methodology/approach In total, 181 participants completed the Utrecht Work Engagement Scale (UWES) to measure work engagement including the dimensions of absorption, vigor and dedication as well as demographics. One-way ANOVA and post hoc tests were conducted to examine the relationship between age and work engagement. Findings Employees 50 years of age and older were found to have statistically significant higher work engagement scores than the employees under the age of 50. Statistically significant scores were also found to be higher in absorption and dedication. Originality/value The workforce is aging with older employees becoming larger populations in organizations. Understanding how age influences employee work engagement supports human capital management strategy within organizations. HR professionals can also use the findings to develop targeted employee engagement to leverage the dedication and talents of older employees.
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Bhatti, Muhammad Awais, Norazuwa Mat, and Ariff Syah Juhari. "Effects of job resources factors on nurses job performance (mediating role of work engagement)." International Journal of Health Care Quality Assurance 31, no. 8 (October 8, 2018): 1000–1013. http://dx.doi.org/10.1108/ijhcqa-07-2017-0129.
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Purpose The purpose of this paper is to examine the mediating role of work engagement (vigor and dedication) between job resources (job characteristics, supervisor and co-worker support, participation in decision making and job security) and job performance (task and contextual) rated by the supervisor. Design/methodology/approach A sample of 364 nurses and their supervisors was used. Structural equation modeling with Amos 17 was used to obtain a model fit with path significance of work engagement as the mediator between job resources and job performance. Findings The results found support for the proposed conceptual claim and confirm that work engagement with a two-factor model (vigor and dedication) mediates the relationship between job resources (job characteristics, supervisor and co-worker support, participation in decision making and job security) and with a multidimensional construct of job performance (task and contextual performance) rated by the supervisor. Practical implications The findings of this research will help human resource managers and professionals to further develop the working environment, provide job security and opportunities for employees to participate in decision making in a way that enhances employee work engagement, which, ultimately, improves employee job performance. Originality/value Past studies have not previously tested the two-factor model of work engagement (vigor and dedication) as the mediating variable between job resources (job characteristics, supervisor and co-worker support, participation in decision making and job security) and job performance rated by the supervisor.
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Wijesekera, A. T., and R. Lalitha S. Fernando. "Measures for Employee Engagement: Public Service in Sri Lanka." International Journal of Social Science Research and Review 3, no. 2 (July 17, 2020): 30–45. http://dx.doi.org/10.47814/ijssrr.v3i2.37.
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Employee engagement is crucial in the delivery of public service efficiently and effectively. Employee engagement is essential as a foundation for service climate (Salanova et al., 2005). Measuring employee engagement is vital to identify the areas to be improved to increase the service quality. The most accepted Utrecht Work Engagement Scale (UWES) is heavily applied to measure the employee engagement of Business to Customer (B2C) profit oriented organizations. Therefore, a customized measure for employee engagement is essential for public service. This paper describes the development of a customized scale based on UWES scale for assessing employee engagement in public service with reference to Divisional Secretariats in Sri Lanka. In developing and validating measures, qualitative and quantitative methods were utilized as recommended by Hinkin's (1998). Finally, a customized scale with 16-items was developed under vigor, dedication and absorption dimensions to measure the employee engagement of public service in Sri Lanka.
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Cai, Yang, Youming Song, Xia Xiao, and Wendian Shi. "The Effect of Social Capital on Tacit Knowledge-Sharing Intention: The Mediating Role of Employee Vigor." SAGE Open 10, no. 3 (July 2020): 215824402094572. http://dx.doi.org/10.1177/2158244020945722.
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The role of social capital in predicting knowledge sharing has received considerable attention in research. However, very limited research has investigated the mechanisms mediating this relationship. To address this important gap in knowledge, the purpose of this study was to examine employee vigor as a psychological mechanism mediating the effect of social capital on tacit knowledge-sharing intention. Data collected from 209 employees in multiple industries in China were empirically tested by using structural equation modeling analysis. The results show that social capital positively affects emotional energy, which then positively influences the intention to share tacit knowledge. However, neither physical strength nor cognitive liveliness mediates the path through which social capital impacts tacit knowledge-sharing intention. Our research findings unpack the impact mechanism of social capital on tacit knowledge-sharing intention, and provide practical insights into how to use social capital to facilitate employees to share tacit knowledge in organizations.
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Gil-Beltrán, Ester, Isabella Meneghel, Susana Llorens, and Marisa Salanova. "Get Vigorous with Physical Exercise and Improve Your Well-Being at Work!" International Journal of Environmental Research and Public Health 17, no. 17 (September 2, 2020): 6384. http://dx.doi.org/10.3390/ijerph17176384.
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The aim of this study is to investigate whether people who exercise regularly have higher levels of psychological well-being at work. Doing physical exercise is a habit that not only has consequences for physical and mental health, but it can also have positive consequences for organizations because physical exercise makes it easier for the employee to recover from physical, mental, and emotional effort during the workday, thus showing higher levels of engagement the next day. Through the analysis of structural equation models in a sample of 485 workers from different Spanish and Latin American companies, this study shows that subjects who exercise more have higher levels of vigor in physical exercise, which is positively related to high levels of well-being at work. This means that organizations that promote activities related to physical exercise among their employees are building a process of resource recovery, which, through the vigor of these activities, makes workers feel less stressed and more satisfied, thus experiencing greater well-being at work. Therefore, at a practical level, these results suggest that the practice of physical exercise is a tool for organizations that want to promote their employees’ psychological well-being.
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Anaza, Nwamaka A., Edward L. Nowlin, and Gavin Jiayun Wu. "Staying engaged on the job." European Journal of Marketing 50, no. 7/8 (July 11, 2016): 1470–92. http://dx.doi.org/10.1108/ejm-11-2014-0682.
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Purpose Frontline employees face constant emotional demands in the course of providing services to their customers, which can impact job engagement. This study aims to investigate the influence of emotional labor (surface and deep acting) and job resources (having a mentor and availability of expressive emotional network resources) on employees’ customer orientation and their relationship to three dimensions of job engagement: vigor, absorption and dedication. Design/methodology/approach Using data collected from food service providers, a conceptual model based on the job demands–resources theory is developed and tested. Findings Findings show that having a mentor and expressive emotional network resources increases customer orientation, which in turn increases vigor, absorption and dedication. However, surface acting negatively affects customer orientation, which indirectly reduces job engagement. Originality/value Consistent with the main tenet of the job-demands and resources theory, it was found that surface acting reduces engagement, whereas job resources (expressive emotional network resources and mentorship) boost engagement. Moreover, the results suggest that the commercialization of human feelings still remains an important topic for service providers to consider during service interactions because its presence affects frontline service employee engagement levels.
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Titien, Titien. "Penyusunan dan Pengembangan Alat Ukur Employee Engagement." Psikohumaniora: Jurnal Penelitian Psikologi 1, no. 1 (January 3, 2017): 113. http://dx.doi.org/10.21580/pjpp.v1i1.958.
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<div class="WordSection1"><p class="IABSTRAK"><strong>Abstract: </strong>This research was aimed to develop an instrument which can measure employee engagement score, which is based on Schaufeli’s theoretical framework. The previous instrument which was called Utretch Work Engagement Scale (UWES) was developed using content and construct validity. The content validity test was done by assessing some experts and using Aiken’s V, while construct validity was proved by item total correlation and factor analysis. Content validity test was conducted by getting input from fifteen experts in Psychology to evaluate the contents of 32 items. The Aiken’s V was used to evaluate the coefficient of each items (in which good range was from 0,645 to 0,98). The overall internal consistency was assessed using Cronbach alpha which showed the coefficient of reliability of 0,934 after deleting the items below 0,4, whereby leaving only 22 items for conducting the construct validity. Confirmatory factor analysis was done using factor analysis. 135 staffs in one of Plantation Company in Balikpapan were participated in this study. The confirmatory factor analyses produced a cross loading factors between three aspects of employee engagement which after confirming back to blueprint remaining only 8 items, which is distributed into 4 items for vigor, 2 items each for dedication and absorption.</p><p class="IABSTRAK"><strong>Abstrak: </strong>Penelitian ini bertujuan untuk mengembangkan instrumen yang dapat mengukur skor <em>employee engagement</em> yang didasarkan pada kerangka teoritis yang dikemukakan oleh Schaufeli. Instrumen sebelumnya dikenal dengan <em>Utretch Work Engagement Scale</em> (UWES) yang dikembangkan dengan menggunakan validitas isi dan konstrak. Validitas isi diuji melalui judgment dari para ahli di bidang Psikologi dan menggunakan <em>Aiken’s V</em>, sedangkan validitas konstrak dibuktikan dengan korelasi item-total dan analisis faktor. Validitas isi diperoleh dari 15 orang yang<strong> </strong>ahli di bidang Psikologi untuk mengevaluasi isi dari 32 item. <em>Aiken’s V</em> digunakan untuk mengevaluasi koefisien dari<strong> </strong>setiap item (range yang baik berada di rentang 0,645 sampai 0,98). Konsistensi internal diperoleh melalui <em>alpha Cronbach</em> dengan koefisien reliabilitas sebesar 0,934 setelah item-item yang memiliki nilai di bawah 0,4 dikeluarkan. Total item yang tersisa berjumlah 22 item untuk kemudian dilakukan uji validitas konstrak. <em>Confirmatory factor analysis</em> dilakukan melalui analisis factor. Sebanyak 135 staf di salah satu Perusahaan <em>Plantation</em> di Balikpapan berpartisipasi dalam penelitian ini. Hasil analisis factor menunjukkan adanya factor yang saling tumpang tindih antara ketiga aspek dari <em>employee</em> <em>engagement</em>, yang setelah dikonfirmasi kembali ke blueprint menyisakan sebanyak 8 item, 4 item untuk aspek <em>vigor</em>, 2 item masing-masing untuk aspek <em>dedication</em> dan <em>absorption</em>.</p></div>
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David, Emily, Tae-Yeol Kim, Jiing-Lih Farh, Xiao-Wan Lin, and Fan Zhou. "Is ‘Be Yourself’ Always the Best Advice?: The Roles of Employee Vigor and Team Ethical Climate." Academy of Management Proceedings 2018, no. 1 (August 2018): 12986. http://dx.doi.org/10.5465/ambpp.2018.12986abstract.
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Duan, Jinyun, Alessandro M. Peluso, Linhan Yu, and Massimo Pilati. "How employment relationship types influence employee work outcomes: The role of need for status and vigor." Journal of Business Research 128 (May 2021): 211–21. http://dx.doi.org/10.1016/j.jbusres.2021.01.051.
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Jabeen, Riffut, and Nazahah Rahim. "Mediating Role of Perception of Job Insecurity on the Relationship between Despotic Leadership and Work Engagement: Pakistani Perspective." Review of Economics and Development Studies 6, no. 2 (June 15, 2020): 377–88. http://dx.doi.org/10.47067/reads.v6i2.205.
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The importance of work engagement (vigor, dedication, absorption) in enhancing employee performance is a recognized area of research. In this competitive and hyper turbulent work environment, disengaged workforce is costly for any organization. Despite its importance, a very low rate of work engagement (i.e.5%) has been found in Pakistan. Drawing on conservation of resource theory (COR), this paper proposes a conceptual framework to find out the impact of despotic leadership behavior on work engagement of employees with a mediating mechanism of employee’s perception of job insecurity. In previous literature little research has been done on despotic leadership and no study has found on this relationship before.
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Falih Bannay, Dheyaa, Mohammed Jabbar Hadi, and Ahmed Abdullah Amanah. "The impact of inclusive leadership behaviors on innovative workplace behavior with an emphasis on the mediating role of work engagement." Problems and Perspectives in Management 18, no. 3 (October 12, 2020): 479–91. http://dx.doi.org/10.21511/ppm.18(3).2020.39.
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Work creativity manifested in innovative workplace behavior (IWB) and employee work engagement is fundamental to maintaining firm’s sustainability and competitiveness. In this regard, this study investigates the supporting effect of innovative leadership on IWB and employee engagement by maximizing employee vigor, dedication, and absorption. The study data were collected using a questionnaire-based technique, and the questionnaires were administered to 150 respondents working in mobile phone companies in Southern and Central Iraq. The results were analyzed using the Statistical Package for the Social Sciences (SPSS) and SmartPLS software. The study results revealed that inclusive leadership and work engagement were significantly related to IWB, and work engagement played a mediating role between inclusive leadership and IWB. The findings further indicated that inclusive leadership behaviors such as openness, accessibility, and availability motivated the subordinates to be engaged in IWB. To promote IWB, company leaders need to effectively engage their followers by taking pride and satisfaction in employee output, which might help employee work engagement and IWB.
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Kirves, Kaisa, Ulla Kinnunen, Nele De Cuyper, and Anne Mäkikangas. "Trajectories of Perceived Employability and Their Associations With Well-Being at Work." Journal of Personnel Psychology 13, no. 1 (January 2014): 46–57. http://dx.doi.org/10.1027/1866-5888/a000103.
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The first aim of this study was to identify trajectories of perceived employability (PE) with a longitudinal person-centered approach, accounting for both the level of PE and changes in PE. The second aim was to examine how the trajectories were related to well-being at work (i.e., vigor at work, job satisfaction, and job exhaustion) with a variable-centered approach. The data were collected in two Finnish universities (N = 926) during 2008–2010 with three measurement points. Growth Mixture Modeling identified four trajectories, which differed in level, stability, and change in PE across time: we established two trajectories with stable PE (88% of the participants), and two trajectories with a nonlinear change pattern in PE (12%). Furthermore, variable-centered analyses showed that the level of PE was positively associated with well-being at work. Moreover, in one change trajectory, the increase in PE was associated with an increase in vigor at work. Overall, these results indicate that PE can be seen as a personal resource. However, the effect of PE is minor in terms of change in employee well-being among highly educated employees.
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Dagher, Grace K., Olga Chapa, and Nora Junaid. "The historical evolution of employee engagement and self-efficacy constructs." Journal of Management History 21, no. 2 (April 13, 2015): 232–56. http://dx.doi.org/10.1108/jmh-05-2014-0116.
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Purpose – This paper aims to highlight the historical roots of employee engagement and empirically examine the influence of self-efficacy on the three dimensions of employee engagement (vigor, dedication and absorption). Design/methodology/approach – A sample of 426 male and female respondents in the service industry from Lebanon was surveyed using a multi-scale measure composed of 25 items. Regression analysis was used to test the data for the hypothesized relationships between the variables. Findings – History of management continues to be the backbone of the so-called modern concepts. Although the term employee engagement was not used in scientific management or in the human relations movement, the characteristics were incorporated in these early schools. The three factors of employee engagement explained 78 per cent of the total variance of employee engagement construct and were significantly influenced by self-efficacy. Research limitations/implications – The first limitation of this study is the self-reported data, and the second limitation is the source from one industry (service), although different organizations were incorporated. Caution is advised against generalizations of the findings. Practical implications – The results of this study provide insights for both researchers and managers to better understand the relationship between three dimensions of employee engagement and self-efficacy from a non-Western context. The belief in one’s own capabilities helps promote employee engagement. Social implications – Lebanon offers an interesting context; it is considered as the only Arab country that provides an interaction between the Western and Middle Eastern countries. Originality/value – This study aimed to trace the historical roots of employee engagement to the early management schools. Moreover, studies similar to the present investigation exist; however, this is the first time that a non-Western Arab sample was used to examine the influence of self-efficacy on the three dimensions of employee engagement.
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Akhavan Sarraf, Ahmad Reza, Mehdi Abzari, Ali Nasr Isfahani, and Saeed Fathi. "Generational differences in job engagement: a case study of an industrial organization in Iran." Industrial and Commercial Training 49, no. 3 (March 6, 2017): 106–15. http://dx.doi.org/10.1108/ict-10-2016-0068.
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Purpose Understanding generational differences are important because generational diversity can affect work relationships and the effectiveness of communication, engagement and performance management strategies. On the other hand, organizations should be concerned about employee engagement, considering all the positive outcomes that engaged employees could bring to the workplace. The paper aims to discuss these issues. Design/methodology/approach The purpose of this study is to examine employee engagement of different generations in Iran. Four hypotheses were proposed regarding job engagement and its constructs: vigor, dedication and absorption. The study utilized ANOVA tests to detect statistically significant differences between generations. Findings The results revealed not only a number of significant differences among generations, but also some similarities. The study shows the value of generational analysis as a useful segmentation criterion in organizational behavior researches. Originality/value To distinguish between different generations in relation to job engagement, also better understanding the behavior of generational cohorts that affect the success of organizations. It helps managers to find and resolve the conflict among persons and groups in the organization and also to achieve the benefits of diversity, creativity and energy of generations.
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Paramitta, Angel, Achmad Irvan Dwi Putra, and Sarinah Sarinah. "Work Engagement Ditinjau dari Psychological Well-being pada Karyawan PT. Sumatera Berlian Motors." PHILANTHROPY: Journal of Psychology 4, no. 1 (May 22, 2020): 45. http://dx.doi.org/10.26623/philanthropy.v4i1.1702.
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Due to fierce competition between organizations, the relevant organizations need to develop every resource they have, especially Human Resources. Good employee performance may improve the quality of organization. This happens through vigor, dedication and absorption in work, which is called engagement. To improve this, employees need to feel happy and comfortable with their work. This study aims to determine relationship between psychological well-being and work engagement. The subjects in this study were 114 employees of PT. Sumatera Berlian Motors selected with the purposive sampling method. The results of data analysis with the Pearson Product Moment showed coefficient of r = 0.315 and a significance value of 0,000 (p <0.05). This shows that there is positive relationship between psychological well-being and work engagement. Based on the results of this study, it can be concluded that the research hypothesis is accepted, namely there is positive relationship between psychological well-being and work engagement.
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Hetzel-Riggin, Melanie D., Brett A. Swords, Hau L. Tuang, Joshua M. Deck, and Nicholas S. Spurgeon. "Work Engagement and Resiliency Impact the Relationship Between Nursing Stress and Burnout." Psychological Reports 123, no. 5 (September 11, 2019): 1835–53. http://dx.doi.org/10.1177/0033294119876076.
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Nursing is a stressful occupation, and consequently, nurses are at risk for work-related burnout. This is highly problematic, as numerous negative consequences are associated with burnout. Most notably, burnout may result in nurses leaving the profession, thereby exacerbating the nursing shortage. The purpose of the present study was to advance the understanding of burnout in the nursing profession. Specifically, three types of work engagement (i.e., vigor, dedication, and absorption) and resiliency were hypothesized to mediate the relationship between work-related stress and burnout. Nurses and nursing students were recruited through a college and a state nursing association, and participants ( N = 76) completed a series of online surveys. Mediation models were assessed using multiple regression analyses and the bootstrapping method of testing indirect effects. Results indicated that vigor, dedication, absorption, and resiliency partially mediated the relationship between work-related stress and burnout, although the exact pattern of results varied depending on the specific type of burnout (Emotional Exhaustion, Depersonalization, and Reduced Personal Accomplishment). These results could be useful in helping to prevent burnout in the nursing profession and should be taken into consideration when designing employee training and support programs.
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Dar, Fatoom, Imran Bukhari, and Mahak Hamid. "Relationship Between Authentic Leadership, Work Engagement and Job Stress among Employees of Telecommunication Organizations." Peshawar Journal of Psychology and Behavioral Sciences (PJPBS) 2, no. 2 (January 5, 2017): 235–47. http://dx.doi.org/10.32879/pjpbs.2016.2.2.235-247.
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The present study aimed to study the relationship between the perception of authentic leadership, work engagement and job stress among the employees of telecommunication sector in the Rawalpindi/ Islamabad region of Pakistan. The sample consisted of 200 employees taken from different telecommunication sectors from Rawalpindi/ Islamabad, ranging between ages 22- 60. Authentic leadership questionnaire by Walumbwa Wang, Wang, & Schaubroeck (2010) to measure authentic leadership, work engagement scale by Schaufeli, Salanova, Gonzalez-Roma, and Bakker (2001) to measure employee engagement at work and job stress scale by Parker and De-Cotiis (1983) to measure job stress was used. The results of the present study showed that significant positive correlation exist between authentic leadership, work engagement (.49**) and its dimensions vigor (.36**), dedication (.39**), and absorption (.53). In the present study results of regression analysis showed that authentic leadership was the significant predictor of work engagement and its dimensions. While no significant. relation was found between authentic leadership and job stress, as well as job stress and work engagement. Male employees rated themselves high on self- assessment questionnaire of authentic leadership. Women rated themselves higher on job stress while men rated themselves higher on work engagement. No significant age, experience, income or educational differences were found.
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Das, Sai Krupa, Shawn T. Mason, Taylor A. Vail, Caroline M. Blanchard, Meghan K. Chin, Gail T. Rogers, Kara A. Livingston, and Jennifer L. Turgiss. "Sustained Long-Term Effectiveness of an Energy Management Training Course on Employee Vitality and Purpose in Life." American Journal of Health Promotion 34, no. 2 (November 7, 2019): 177–88. http://dx.doi.org/10.1177/0890117119883585.
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Purpose: Programs designed to sustainably improve employee well-being are urgently needed but insufficiently researched. This study evaluates the long-term effectiveness of a commercial well-being intervention in a worksite setting. Design: A pre/postintervention repeated analysis with follow-up at 6, 12, and 18 months. Setting: Office-based worksites (for-profit, nonprofit, and mixed work-type; n = 8). Participants: One hundred sixty-three employees with a mean age of 47 (11) years (57% female). Intervention: A 2.5-day group-based behavioral program emphasizing vitality and purpose in life (PiL). Measures: Rand Medical Outcomes Survey (MOS) 36-Item Short Form (SF-36) with a focus on vitality (primary outcome), Ryff PiL Scale, Center for Epidemiologic Studies Depression Scale, Profile of Mood States, Rand MOS Sleep Scale, physical activity, body weight, blood pressure, and blood measures for glucose and lipids at baseline, 6, 12, and 18 months. Analysis: General linear models with repeated measures for mean values at baseline and follow-up. Results: At 18-month follow-up, sustained improvements were observed for vitality, general health, and mental health domains of SF-36 and PiL ( P < .001 for all measures). Sleep, mood, vigor, physical activity, and blood pressure were also improved at 18 months ( P < .05 for all measures). Conclusions: An intensive 2.5-day intervention showed sustained improvement in employee quality of life, PiL, and other measures of well-being over 18 months.
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Kloutsiniotis, Panagiotis V., Anastasia A. Katou, and Dimitrios M. Mihail. "Examining the “dark-side” of high performance work systems in the Greek manufacturing sector." Employee Relations: The International Journal 43, no. 5 (February 9, 2021): 1104–29. http://dx.doi.org/10.1108/er-04-2020-0170.
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PurposeThe present study follows the conflicting outcomes perspective of Human Resources Management (HRM) and examines the effects of employees' perceptions of high performance work systems (HPWS) on job demands (role conflict, role ambiguity and work pressure) and work engagement (vigor and dedication).Design/methodology/approachStructural Equation Modeling (SEM) was used on a sample of 524 front-line employees across three Greek manufacturing companies.FindingsThe findings show that HPWS is negatively associated with all three job demands. Hence, the “critical perspective” is not supported. In turn, role conflict and role ambiguity reduce employees' work engagement, although the third job demand included in the study (work pressure) showed a positive relationship on dedication. Last but not least, this study calculates HPWS as both a system and as subsets of HRM practices, and provides useful insights regarding the differences between the two different measurement methods.Practical implicationsThe present study brings further empirical evidence in the HRM field by examining whether HPWS is good or bad for employee well-being. Moreover, the findings underscore the detrimental impact that job demands may have on employees' work engagement, and highlights the fact that HPWS might not necessarily be a “win-win” scenario for employees and employers.Originality/valueThis study follows the most recent developments in the HRM literature and examines the dark (negative) approach of HPWS in the Greek manufacturing sector. Finally, theoretical and managerial implications are drawn for improving our understanding of how HPWS influences job demands and ultimately employees' work engagement.
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Karanika-Murray, Maria, Nikita Duncan, Halley M. Pontes, and Mark D. Griffiths. "Organizational identification, work engagement, and job satisfaction." Journal of Managerial Psychology 30, no. 8 (November 9, 2015): 1019–33. http://dx.doi.org/10.1108/jmp-11-2013-0359.
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Purpose – Organizational identification refers to a person’s sense of belonging within the organization in which they work. Despite the importance of organizational identification for work-related attitudes and organizational behavior, little research has directly examined the mechanisms that may link these. The purpose of this paper is to provide an understanding of how organizational identification relates to job satisfaction. Design/methodology/approach – Adopting a social identity perspective, the authors present and test two models that describe work engagement and its constituent dimensions (vigor, dedication, absorption) as mediating the relationship between organizational identification and job satisfaction. Findings – Bootstrapped mediation analyses provided support for full mediation whereby there is an indirect (via work engagement) and positive effect of organizational identification on job satisfaction. Analyses also provided support for the mediating effects of the three dimensions of work engagement, vigor, dedication, and absorption, in this relationship. Practical implications – Although cross-sectional, this study provides a needed first step toward an understanding of the important role of organizational identification for job satisfaction and the mediating role of work engagement in this relationship. Originality/value – The results provide valuable insights into the effects of organizational identification and address some of the gaps in understanding social identity as the context for work behaviors. Theoretical and practical implications for strengthening employee engagement and enhancing organizational identification are discussed.
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Frone, Michael R., and Ann-Renee Blais. "Organizational Downsizing, Work Conditions, and Employee Outcomes: Identifying Targets for Workplace Intervention among Survivors." International Journal of Environmental Research and Public Health 17, no. 3 (January 22, 2020): 719. http://dx.doi.org/10.3390/ijerph17030719.
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This study broadly assesses the association of organizational downsizing to work conditions and employee outcomes, and the extent to which work conditions mediate the association of downsizing to employee outcomes, thereby serving as targets for workplace intervention to reduce the harmful effects of downsizing on surviving workers. The cross-sectional data came from a national probability sample of 2297 U.S. workers. A parallel multiple-mediator model with multiple outcomes was estimated, adjusting for personal, occupational, geographic, and temporal covariates. Exposure to downsizing was the predictor. A set of 12 work conditions, representing four dimensions of the work environment, served as simultaneous mediators (Work Role: work demands, role conflict, role ambiguity, and work autonomy; Interpersonal Relationships: supervisor aggression, coworker aggression, friendship formation, and dysfunctional leadership; Rewards: distributive justice and promotion opportunities; Security: job insecurity and employment insecurity). A set of 16 employee consequences, representing five categories of outcomes, served as simultaneous outcomes (Inability to Detach from Work: negative work rumination and inability to unwind after work; Energetic Resource Depletion: physical, mental, and emotional work fatigue; Negative Affect: depression, anxiety, and anger; Positive Affect: happiness, confidence, and vigor; Health: physical and mental health; Work Attitudes: job satisfaction, organizational commitment, and turnover intentions). The results indicated that downsizing had an adverse association with nine of the 12 work conditions (higher levels of work demands, role conflict, supervisor aggression, dysfunctional leadership, job insecurity, and employment insecurity, and lower levels of friendship formation, distributive justice, and promotion opportunities) and all 16 employee outcomes. Moreover, the associations of downsizing to the employee outcomes were indirect, collectively mediated by the nine work conditions. This study provides the broadest evaluation of the deleterious effects of downsizing on U.S. workers surviving a downsizing, identifies affected work conditions that can serve as targets for workplace interventions, and provides insight into why organizational downsizing often fails to deliver anticipated financial and performance benefits to organizations. In terms of serving as targets for workplace intervention, some work conditions meditated the associations of downsizing to a broad set of employee outcomes, whereas other work conditions were specific to certain outcomes. The broad mediators should be targets of any intervention aimed at reducing the adverse effects of downsizing, with additional workplace targets depending on the class of outcomes to be addressed by the intervention.
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Borst, Rick T., Peter M. Kruyen, and Christiaan J. Lako. "Exploring the Job Demands–Resources Model of Work Engagement in Government: Bringing in a Psychological Perspective." Review of Public Personnel Administration 39, no. 3 (September 7, 2017): 372–97. http://dx.doi.org/10.1177/0734371x17729870.
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Work engagement refers to an active energetic state of mind that is characterized by vigor, dedication, and absorption. Despite practitioner’s attention for work engagement, few public administration scholars have studied public servants’ work engagement empirically. The goal of this study is to extend the job demands–resources (JD-R) model of work engagement using insights from the public administration literature. The analysis of a large-scale survey ( N = 9,465) shows that (a) work and personal resources, including public service motivation, are positively related to work engagement; (b) red tape moderates these relationships; and (c) work engagement mediates the relationship between JD-R and job outcomes. In conclusion, public organizations can potentially increase work engagement and inherently employee outcomes by increasing work-related resources (autonomy, cooperation with colleagues) and selecting personnel with a proactive personality and high levels of public service motivation.
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Yusnaeni, Wina, and Marlina Marlina. "PEMERINGKATAN PENILAIAN KINERJA KARYAWAN MELALUI METODE AHP DAN VIKOR." Jurnal Pilar Nusa Mandiri 15, no. 2 (September 5, 2019): 203–10. http://dx.doi.org/10.33480/pilar.v15i2.715.
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In the company can not be separated from human resources, which is an important part of the company. The success of a company depends on the resources that are in it. Therefore, human resources have a very vital role. One of the most important factors in a company, human resources must be considered for their welfare and appreciation. For example, giving appreciation for employee performance. From evaluating employee performance, exact calculations are required, one of which uses AHP and Vikor methods. The result of this research showed usage method of vikor who assists in assessment has raised the of employee performance based on the criteria of which there are, Where criteria have been in appointed by the company and provision of weight of criteria with the methods ahp. From the results of the count it over with ahp drugs got when the the value of weighted criteria in accordance with the provisions fees for civil servant employees ahp with a value of The CR ≤ 0.1. This is done to explain the consistency of the weight of the criteria which had been assessed by the judges. Next, with Vikor method, obtained with the smallest value in the calculation of V = 0.5. from the results of the performed calculations to see stability calculation results with alternative methods of vikor 1 way obtained Value Q (2)-Q (1) ≥ DQ,. and obtained also for method 2 using the value V = 0.4 and value V = 0.6 and gained equality results ranked one and two. The result of the method of vikor expected can help decision-makers in determining the ranking of employees based on the best performance of employees.
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Burger, M., Terry J. Ellapen, Y. Paul, and Gert L. Strydom. "Ergonomic Principles as an Adjunct to the Profession of Biokinetics." International Quarterly of Community Health Education 40, no. 4 (November 2, 2019): 367–73. http://dx.doi.org/10.1177/0272684x19885493.
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Work-related injuries date back to antiquity. Attempts to resolve these work-related challenges have, inter alia, led to the establishment of the professions of Ergonomics, Occupational Therapy, Physiotherapy, Occupational Hygiene, and Biokinetics. The objective of this article is to illustrate the value of Ergonomic principles as an adjunct to the profession of Biokinetics. Insofar as Ergonomics addresses the physical and environmental risks which predispose and precipitate injuries, the profession of Ergonomics is primarily concerned with the practice of eradicating work-related challenges that impede human–machine interfacing, and which adversely influence work productivity and employee health. While Occupational Therapy and Biokinetics, by rehabilitating work-related injuries, assist in improving working conditions, little is known about the exact interface between the professions of Ergonomics and Biokinetics. The Google Scholar database was consulted in order to determine the relationship between Ergonomics and Biokinetics. The key words used were ergonomics and biokinetics and lead to the identification of 545 records, none of which pertained to the aforementioned subject. A subsequent search was conducted using the key words work-related musculoskeletal injuries and biokinetics. This search identified 925 records, the number of which were reduced to 42 (4.76%) after the exclusion of patents ( n = 24), citations ( n = 3), and nonbiokinetic work-related injury research ( n = 856). Given that many work-related injuries are managed through the use of biokinetic rehabilitation, knowledge of the physical ergonomic risk factors at play will afford biokineticists an enhanced understanding of the etiology of work-related injuries, thereby helping to improve the vigor of the rehabilitation.
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Na-Nan, Khahan, Peerapong Pukkeeree, and Kanokporn Chaiprasit. "Employee engagement in small and medium-sized enterprises in Thailand: the construction and validation of a scale to measure employees." International Journal of Quality & Reliability Management 37, no. 9/10 (April 14, 2020): 1325–43. http://dx.doi.org/10.1108/ijqrm-10-2018-0290.
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PurposeEmployee engagement (EE) is an expression of a person's own preferred task behaviours that promote their relationship with work and personal physical, cognition and emotion and make them more active in terms of vigour, dedication and level of absorption with their work. To deal with EE in different environments and organisations, it is necessary to both understand and continually assess their employees. This paper presents an instrument which was developed to measure EE for small and medium-sized enterprises (SMEs) in Thailand.Design/methodology/approachThe study was conducted in three stages to develop an EE measurement scale. To begin with, 18 questions were developed for a questionnaire based on the concepts of EE and validated using exploratory factor analysis (EFA) which is split into the dimensions of vigour, dedication and absorption. A survey was then conducted with 270 employees in SMEs. Finally, confirmatory factor analysis (CFA), convergence and validity were tested along the three engagement dimensions.FindingsThis research extended and broadened the EE concept to provide theoretical support for engaging with intelligence research. Three dimensions were developed to measure EE, including aspects of vigour, dedication and absorption with their work.Research limitations/implicationsThe questionnaire used was produced primary data collection which was self-assessed, and data was collected only from the sample of employees working for SMEs in high-growth sectors of the Thai economy. The EE findings exhibited a good fit, but the results require further future refinement and validation using a larger sample size and sampling area.Practical implicationsThe EE questionnaire has practical uses for monitoring management behaviour and can assist practitioners to assess the level of EE. This knowledge will help to encourage and support practitioners to improve EE. This research also provides other measurements for assessing EE in organisations.Originality/valueThe EE questionnaire validity will facilitate future studies on the boundaries of EE measurements in the context of SMEs. The empirical research results verified that EE assessment offered new perspectives to explore vital individual EE which is necessary for SMEs. This instrument can also support and help researchers to effectively understand EE and explore its potential in future studies.
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Hassan, Fatima A., and Mai M. A. Hassan. "The Use of Seed Vigour Tests for Predicting Field Emergence." International Journal of Applied Science 1, no. 2 (December 19, 2018): p93. http://dx.doi.org/10.30560/ijas.v1n2p93.
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The general aim of this study was to address the problem of seed vigour testing in Acacia senegal and Acacia mellifera) by studying different seed vigour tests and comparing them to identify the most suitable test for each species. The importance of this study lies in the fact that vigour testing measures the percentage of viable seeds in a sample as well as their ability to produce normal seedlings under less than optimum or adverse growing conditions, similar to those occurring in the field. To achieve this objective, a set of laboratory and field tests were conducted for the two Acacia species. Data collected included: The number of seeds per kilogram, germination percentage, seedling shoot length, seedling root length, seedling root wet and dry weight, seedling shoot wet and dry weight. The cutting test, electrical conductivity tetrazolium test and Hiltner test were employed to determine the seed vigour.
The results showed that Acacia mellifera had a high electrical conductivity, indicating its low seed vigour. The electrical conductivity of Acacia senegal was equivalent to that of distilled water, indicating that either the seed coat was intact or no ions were leached from the seeds. Comparison of the various tests suggests that Hiltner test is the most accurate” or “reliable”) test for seed vigor.
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Kim, Yukyeong, Hyejeen Lee, and HyungIn Park. "Relationships between role overload and work engagement among employees." Korean Journal of Industrial and Organizational Psychology 31, no. 1 (February 28, 2018): 249–79. http://dx.doi.org/10.24230/kjiop.v31i1.249-279.
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This study investigated the mechanisms of the relationships between role overload and three dimensions of work engagement. It was hypothesized that psychological detachment would mediate the relationship between role overload and work engagement, and the indirect effect of role overload on work engagement through psychological detachment would be conditional on job crafting and marital status. Consistent with our hypothesis, the moderating effect of job crafting on the relationship between role overload and psychological detachment was significant in a sample of 446 workers. That is, job crafting alleviated the negative impact of role overload on psychological detachment. The interaction between marital status and psychological detachment was also significant for vigor; however, the direction was different from what was expected. For the married, vigor was relatively constant regardless of the level of psychological detachment, but for the unmarried, the more the psychological detachment the lower the vigor. In addition, this difference was observed more for women than men. In case of women, marital status also moderated the relationship between psychological detachment and dedication. Although the direction was unexpected, there was a conditional indirect effect of role overload on vigor and dedication through psychological detachment depending on the level of job crafting and marital status combined with sex differences. There was no conditional indirect effect for absorption. Implications and limitations of this study, and future research directions were discussed.
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Kotze, Martina. "How job resources and personal resources influence work engagement and burnout." African Journal of Economic and Management Studies 9, no. 2 (June 11, 2018): 148–64. http://dx.doi.org/10.1108/ajems-05-2017-0096.
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Purpose The purpose of this paper is to present a model of the relationships between personal resources (Psychological Capital (PsyCap)) and satisfaction with job resources, and their effect on work engagement and burnout. Design/methodology/approach Data were collected from a convenience sample of 407 full-time employees from various public and private sector organisations, using a questionnaire consisting of PsyCap (PCQ-24), the Utrecht Work Engagement Scales, the Maslach Burnout Inventory, and a questionnaire measuring job resources (Parker and Hyett, 2011). The data were analysed using variance-based structural equation modelling (SmartPLS 3). Findings The influence of employees’ satisfaction with job resources on both dimensions of burnout (emotional exhaustion and cynicism) was negative and statistically significant. Satisfaction with job resources had a statistically significant positive influence on both dimensions of work engagement (vigour and dedication). PsyCap had a statistically significant positive influence on satisfaction with job resources. Satisfaction with job resources partially mediated the influence of PsyCap on emotional exhaustion and cynicism, and partially on vigour and dedication. Research limitations/implications As this was an exploratory study, it used a convenience sample and a variance-based approach to structural equation modelling (SmartPLS). It is suggested that future researchers replicate the model in different contexts to corroborate the proposed relationships using larger samples, probability-based sampling and a covariance-based approach to structural equation modelling. Practical implications Management must realise that employees’ satisfaction with job resources plays a central role in their work engagement and burnout levels. Workplace practices that reflect respect and care for the employee and the development of employees’ personal resources (i.e. PsyCap) will improve work engagement and reduce burnout. Originality/value This paper fills a gap in the literature by explaining how personal resources (PsyCap) and job resources (the organisation’s perceived respect for the employee and employer care) influence work engagement and burnout via mediation paths.
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PADILLA RUIZ, Pedro. "Desafíos pendientes para la definitiva implantación de la evaluación del desempeño." RVAP 109-I, no. 109-I (December 29, 2017): 439–66. http://dx.doi.org/10.47623/ivap-rvap.109.2017.1.14.
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LABURPENA: Hamarkada bat igaro da Enplegatu Publikoaren Oinarrizko Estatutua (EPOE) indarrean jarri zenetik, baina Administrazioa, enplegu publikoa eta jardueraren ebaluazioa modernizatzeko egin diren apustu nabarmenenak ez dira ezarri, eta ez da ahaleginik egin horiek gerora ezartzeko behar diren oinarriak jartze aldera. Artikulu honetan, gure enplegu publikoan beharrezko aldaketa hori egitea galarazten jarraitzen duten alderdi nabarmenenak ikusiko ditugu, eta, zehazki, jardueraren ebaluazioaren behin betiko ezarpena ezartzea galarazten dutenak, egungo enplegu-ereduan hainbat hutsune eta mehatxu egotea ekartzen baitu horrek, gainditzeko zailak direnak (interes faltarengatik, ez berezko zailtasunengatik). RESUMEN: Ha transcurrido una década desde que entrara en vigor el Estatuto Básico del Empleado Público (EBEP) sin que una de sus más destacadas apuestas por modernizar la Administración y el empleo público, la evaluación del desempeño, se haya implantado ni se hayan intentado poner las bases necesarias para su posterior aplicación. En este artículo repasaremos los aspectos más destacados que aún hoy continúan impidiendo ese necesario cambio de nuestro empleo público y en particular la aplicación definitiva de la evaluación del desempeño, que se traducen en una serie de defectos y amenazas del actual modelo de empleo difíciles de superar, aunque más por falta de interés que por dificultades intrínsecas. ABSTRACT: It has been a decade since the Basic Statute of the Public Employee was passed without job evaluation, one of its most important bets to modernize Administration and public employment, has been implemented, nor the necessary foundations for its later application have been tried to lay. In this article we will review the more important aspects that still continue to impede this necessary change in our public employment and, especially, the ultimate application of job evaluation, that translate into a series of shortcomings and threats in the current employment model, difficult to overcome. Although it is due to a lack of interest more than intrinsic difficulties.
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Alidrisi, Hisham. "An Innovative Job Evaluation Approach Using the VIKOR Algorithm." Journal of Risk and Financial Management 14, no. 6 (June 16, 2021): 271. http://dx.doi.org/10.3390/jrfm14060271.
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Fairness is a key issue that requires the attention of human resource management practitioners. Having a robust methodical procedure for identifying the value of job positions in an enterprise is essential. Consequently, there is a need for a job evaluation system that ensures fair compensation for each position. A poorly defined job evaluation system creates the dilemma of mismatches between employees and their competencies for their responsibilities and, accordingly, their wages. This results in employee dissatisfaction, which ultimately exacerbates attrition, which is costly because of the loss of talented employees. This paper proposes a VIKOR algorithm as an innovative approach to job evaluations. Engineering-related positions in an international aviation company were analyzed to illustrate the appropriateness of the proposed approach for managing the job evaluation dilemma. The results indicate that 29 job grades would be appropriate for this firm. In addition, the proposed algorithm was found to be superior to other multiple-criteria decision-making techniques at managing the job evaluation dilemma.
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Toksöz, Seray. "Relationship between employee behaviours and engagement in organisations’ internal environment." E3S Web of Conferences 244 (2021): 08026. http://dx.doi.org/10.1051/e3sconf/202124408026.
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The objective of this study was to critically evaluate the relationship between employee behaviours and engagement in organisations’ internal environment. This objective was achieved in the context of Adeeb Group. Combination of primary and secondary data was used in achieving the objectives. In terms of primary data, questionnaires were carried out among the employees of Adeeb Group. Findings showed that among components of engagement, participants obtained the highest level on vigour; followed by dedication, and the lowest levels were obtained for absorption. In fact, the results revealed that employees’ level of engagement was low, especially for absorption. In terms of employee relations, it was found that even though the communication between employees is regarded as better than the communication with organisation, employees do not think that it is good whereas these communications should be open. Employee growth responses also revealed that even though the opportunities provided for training and development is regarded as better than the opportunities for career growth, most of the employees do not think that the organisation supports growth of its members. The findings related to commitment showed that most of the participants were not satisfied about some politics of the organisation.
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Shirom, Arie, Sharon Toker, Samuel Melamed, Shlomo Berliner, and Itzhak Shapira. "Burnout and Vigor as Predictors of the Incidence of Hyperlipidemia among Healthy Employees." Applied Psychology: Health and Well-Being 5, no. 1 (July 2, 2012): 79–98. http://dx.doi.org/10.1111/j.1758-0854.2012.01071.x.
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Cahyani, Cindy Naulina, Rani Irma Handayani, and Normah Normah. "EXTENSION OF EMPLOYEE CONTRACTS BASED ON PERFORMANCE APPRAISAL AT BNN LAMPUNG PROVINCE USING THE VIKOR METHOD." Jurnal Pilar Nusa Mandiri 17, no. 1 (March 2, 2021): 31–38. http://dx.doi.org/10.33480/pilar.v17i1.1925.
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The process of an employee contract extension at BNNP Lampung was previously carried out when the contract employee had completed his work contract for one year and during the work process. This results in good work progress and is still needed by the Lampung BNNP, so a report will be made on which employees will be extended their work contract after which the report is given to the Head of the Lampung BNNP to approve the employee contract extension decision letter, for that an appropriate decision support system is needed and efficient so that it can assist in making decisions on employee contract extensions. This decision support system is made based on performance appraisal by predetermined criteria, namely attitude, workability, attendance, a period of employment, and age, if all these criteria are met, the work contract will be extended. This decision support system is created using the Vikor method to obtain the best ranking results taken from alternatives on each criterion that is close to the ideal solution. To produce the best solution in the decision support system for employee contract extension based on the performance appraisal at BNN Lampung Province. The calculation of the Vikor method in this study produces the smallest Q value as the first rank with a value of 0.025 in alternative 6 and the largest Q value as the last rank with a value of 0.8333 in alternative 8.
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Liu, Jau Yang, William Shiue, Fu Hsiang Chen, and Ai Ting Huang. "A multiple attribute decision making approach in evaluating employee care strategies of corporate social responsibility." Management Decision 57, no. 2 (February 11, 2019): 349–71. http://dx.doi.org/10.1108/md-03-2018-0230.
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Purpose Corporate social responsibility has gradually become an essential enterprise responsibility under stakeholders’ expectations. Employee care strategies involve both qualitative and quantitative factors and are receiving special attention with the advent of the information age. In previous studies, a company’s policy of employee care may not fit with the needs of the employees. Consequently, the purpose of this paper is to investigate enterprises’ employee care from the employee’s perspective by adopting a hybrid multiple attribute decision making (MADM) model. Design/methodology/approach This study is based on 159 interviews with senior employees and/or department managers using a survey questionnaire. This study uses the MADM model to conduct the analysis. First, this research study used Decision-Making Trial and Evaluation Laboratory (DEMATEL) to construct an influential network relations map of the 4 dimensions and 13 criteria of employee care. Second, this study uses DEMATEL-based Analytic Network Process to conduct a weight analysis for each dimension and criterion. Third, this study uses VIKOR to calculate employees’ level of satisfaction as well as the gap from the “aspired level.” Findings The results of the study revealed the critical factors influencing employee care and proposed a systematic plan to be used as a reference for improvement. The improvement sequence revealed the following order: Equal employment opportunities→Good industrial relations and benefits→Responsibility to train and educate employees→Occupational health and safety. The empirical results showed there was still 35 percent room for improvement in the enterprises’ implementation policy of employee care. Originality/value The implementation of employee care has become an important issue for corporations since it helps to sustain and to increase an enterprise’s competitiveness in the business environment. However, the extant literature on employee care comes from enterprises’ perspectives instead of from employees’ perspectives. This research investigates the key factors of employee care and successfully shows MADM to be an effective model for the planning and implementation of corporate social responsibilities’ employee care from the perspective of employees.
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Extremera, Natalio, Sergio Mérida-López, Nicolás Sánchez-Álvarez, and Cirenia Quintana-Orts. "How Does Emotional Intelligence Make One Feel Better at Work? The Mediational Role of Work Engagement." International Journal of Environmental Research and Public Health 15, no. 9 (September 2, 2018): 1909. http://dx.doi.org/10.3390/ijerph15091909.
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Although previous research has highlighted the association between emotional intelligence (EI) and job satisfaction, the underlying mechanisms remain relatively unexplored. To address this gap, this study examined employee engagement as a potential mediator of the association. A multi-occupational sample of 405 Spanish professionals completed the Wong Law Emotional Intelligence Scale, the Utrecht Work Engagement Scale and an Overall Job Satisfaction Scale as well as providing socio-demographic data. As expected, employees’ EI was positively related to engagement dimensions (vigour, dedication and absorption) as well as overall job satisfaction. Bootstrap estimates from multiple mediation analysis confirmed that employees’ perceived EI was indirectly associated with job satisfaction via vigour and dedication scores, even when controlling for the effects of socio-demographic variables. Similarly, the same pattern was found when multiple mediation was conducted for each EI dimension. Our study contributes to understanding of the processes involved in maintaining and enhancing positive attitudes at work, providing the first, encouraging evidence that work engagement play a role in the EI-job satisfaction link. Our results extend the EI literature by elucidating the pathways through which EI is linked to positive employee attitudes and suggests that intervention programs designed to bolster EI might prove effective at increasing job satisfaction.
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Mpkhine, Palesa, and Ita Geyser. "The Impact of Demographic Influences on Work Engagement for Front of House Female Hotel Employees." December 2020, no. 9(5) (December 31, 2020): 843–55. http://dx.doi.org/10.46222/ajhtl.19770720-55.
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The demographic influences affecting the wellbeing of front of house (FoH) female employees who are employed in hotels. The work engagement subscales, vigour, dedication and absorption were measured against the participants’ age, level of education and marital status. A cross-sectional survey was done from a sample (n = 100) of female participants. A biographical questionnaire and The Utrecht Work Engagement Scale (UWES) were administered. Significant relationships were found on the vigour, dedication and absorption subscales. FoH female employees younger than 35, those with tertiary education and those without life partners displayed higher levels of wellbeing. Therefore work engagement levels vary with regards to age, marital and educational status. Human resource specialists for hotels could measure work engagement and apply it through in-house policies and supportive practices as well as defend these practices regarding their FOH female employees as female employees are the majority of employees within the hospitality industry. The workforce in South Africa is characterized by demographic diversity. The variances of work engagement are imperative as it enhances the guest experience and improves productivity and ultimately increases financial turnover for the hotels who operate in a very competitive market.
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Shun, HsienYu, and KuoYan Wang. "The Application of a Managerial Competency Model in Employee Promotion—Combination of AHP and VIKOR Methodology." International Journal of Business and Management 15, no. 7 (June 8, 2020): 77. http://dx.doi.org/10.5539/ijbm.v15n7p77.
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Managerial competency model is a main structure that lists competencies needed for manager’s position. This paper established a employee promotion application combined with managerial competency model and AHP-VIKOR methodology. Research was carried using qualitative and quantitative methods. The managerial competency model is explained through a literature review and internal interview is to confirm the specific competency items that suitable for case company. Research from expert panels is used to evaluate the managerial competency of the candidates in the case study. The quantitative tool was AHP and VIKOR model. AHP was applied to calculate the criteria weights of managerial competency items. VIKOR multi-criteria decision making model ranked the alternatives and the most suitable promotion candidate was selected. The results from the VIKOR model were used as the decision-making basis for the promotion of the best candidate. This research expected to use the quantitative method to support the executive management level to develop internal talent base on a objective evaluate results.
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Wiroko, Endro Puspo, and Muhammad Rifky Fadillah. "Patience and Work Engagement among Islamic Bank Employees." Jurnal Psikologi Islam dan Budaya 3, no. 1 (April 30, 2020): 01–12. http://dx.doi.org/10.15575/jpib.v3i1.5922.
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This research investigates Islamic bank employees’ work engagement and its correlation to patience. Work engagement is fulfilling and positive state of mind that is characterized by vigor, dedication, and absorption. Patience is a coping strategy which involves rational thinking, self-acceptance, self-control, and effort. By using accidental sampling, final participants were 169 employees working in Islamic bank who were varied in age, job position, employment status, tenure, educational background, and work location. Data was gathered by using two measures: The Utrecht Work Engagement Scale and Patience scale and it were analyzed using Pearson correlation. Patience is found to relate positively with work engagement (r = .603). Islamic bank management may conduct training about patience to enhance their employees’ engagement.