Individual Factors and Work Outcomes of Employee Engagement

By O. C. Andrew, Saudah Sofian. 2012

312 citations recorded by the source corpus.

Abstract Employee engagement is emerging as a critical organizational issue especially as businesses are recovering from the trauma of the global recession. Employee engagement has been an area of interest among many researchers and it had received a greater recognition among consulting firms. Therefore, there is a need for academic research on the construct to ascertain the claims of the human resource consulting firms as well as to add to the existing knowledge of employee engagement in the literature. This study was conducted on 104 HR officers working at the Inland Revenue Board of Malaysia with the purpose ascertaining the uncertainty about the influence of individual factors of employee engagement on work outcomes using the measures of employee engagement (job and organization engagements) as the mediating variables and the social exchange theory as the theoretical underpinning. The mean, standard deviation, t-test and multiple regression were employed for data analysis. The findings of this study showed a significant difference between job engagement and organization; with co-employee support as a major individual factor that influences both measures of engagement and the work outcomes.

Subfields: Accounting, Human Factors and Ergonomics, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/efa605d4510526a639edc2177e92a874805d8ba0

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In Organizational Behavior and Human Resource Management

1. Jiwon Park
2. S. Osborne
3. Liyana Nadia Zainol
4. Mohamad Hammoud
5. Woo-Cheol Kim
6. N. Jaharuddin

Citations in the corpus

• Examining Structural Relationships between Work Engagement, Organizational Procedural Justice, Knowledge Sharing, and Innovative Work Behavior for Sustainable Organizations (2017, background): “Moreover, empirical studies have offered sufficient proof to confirm the effect of work engagement on organizational outcomes, such as job satisfaction, organizational commitment, organizational citizenship behavior, and intention to quit [14,46,47].”
• Effective Employee Engagement in the Workplace (2017, background): “Employee engagement is often referred to as organizational commitment or organizational citizenship (Slack, Orife, & Anderson, 2010) and is an emotional and intellectual commitment to an organization (Andrew & Sofian, 2012; Meyer, Stanley, & Parfyonova, 2012).”
• Person-Organization Fit and Turnover Intention: The Mediating Role of Employee Engagement (2014, unknown): “Notably, although EE has been relatively less discussed in the academic field (Saks, 2006), numerous studies have explored EE as a mediator between a number of antecedents and outcome variables (e.g., Alfes, Shantz, Truss, & Soane, 2013; Andrew & Sofian, 2012; Saks, 2006; Schaufeli & Bakker, 2004).”
• The Impact of Work-Life Balance on Job Engagement and Turnover Intention (2019, background): “Initially, (Andrew & Sofian, 2012; Kahn, 1990) proposed that personal engagement occurs when people bring their personal selves to performing their work roles.”
• Workplace Spirituality and Organizational Performance in Indian Context: Mediating Effect of Organizational Commitment, Work Motivation and Employee Engagement (2017, unknown): “Other scholars (Albrecht, 2012; Andrew & Sofian, 2012; Markos & Sridevi, 2010; Mehta & Mehta, 2013; Shamila, 2013; Siddiqui, 2015; Truss, Shantz, Soane, Alfes, & Delbrige, 2013) observe positive relationship between employee engagement and various performance parameters.”