Employee Engagement, Work Autonomy and Innovative Work Behaviour: An empirical study (original) (raw)
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Employee Participation and Innovative Work Behaviour: The Mediation Effect of Work Engagement
International Journal of Academic Research in Business and Social Sciences, 2021
This article discusses the influence of work engagement as a mediator between employee participation on innovative work behavior. The value of employee participation in innovative behaviour cannot be denied. We know very little about how employee participation contributes to individual creativity and business innovation through work engagement, even though prior studies has been empirically tested the linked between HRM practices and innovation. Therefore, the objective of this study are twofold, first to identify the relationship between employee participation and innovative work behaviour, second to examine the mediating role of work engagement between employee participation and innovative work behaviour. Consequently, an analysis was conducted on 170 middle management employees in medium size enterprises using PLS-SEM approach. Results show that employee participation has significant effect on work engagement, and work engagement also has significant effect on innovative work behaviour. Work engagement also mediates the relationship between employee participation and innovative work behaviour. The findings of study add to the body of knowledge related to HR practices particularly in employee participation and give new insights to the organizations that employee participation is crucial indicator in determining the level of work engagement amongst decision maker especially in strengthening HRM implementation in organizations.
job design, innovative behaviour, work engagement, autonomy, time pressure
As employees’ behaviour is a crucial factor for organizational success, the question on how to promote the engagement of employees in their work and boost their implication in the innovation process is central for companies. In this article we study this question building on the Karasek model suggesting that employees in jobs with high autonomy and time pressure will be more engaged and more innovative. The results of the multi-level regression analyses confirm that such a combination is associated with high employee innovation. For work engagement, the job autonomy helps in buffering the negative effects of time pressure.
isara solutions, 2018
In the modern times employee engagement has emerged as a concept which is related to almost every aspect of human resource management and other behavioral aspects of the employees working in the organizations. Thus, it is very important to emphasize upon this construct in such a manner that organizations can reap benefits of actual potential of the individuals employed in the organizations. This study based on secondary data, mainly the results and findings of previous studies is an attempt to establish a conceptual link between the constructs of employee engagement, innovative work behavior of employees and their commitment towards the organization. Engagement stimulantes higher levels of commitment and innovative behavior among the employees. The study also seeks to examine the relationship between employees’ affective commitment towards the organization and their innovative work behavior.
2019
The main objective of this study is to examine the effect of work engagement on employee performance through employee innovation as an intervening variable. 167 employees from the health and beauty retail industry in Indonesia were used as correspondent, while the WarpPLS 6.0 analysis showed that work engagement was positively related to employee innovation and performance. Other results also confirm that innovation mediates the relationship between work engagement and employee performance. Thus, the effect of performance engagement on employee performance is very good, not only by examining how work engagement affects employee performance, but also by revealing how this relationship depends on innovation.
Proceedings of the 6th Global Conference on Business, Management, and Entrepreneurship (GCBME 2021)
Covid-19 pandemic changes the way people work, with many companies implementing work from home policy as a new way of working. Employees must adapt to the new policy, which requires organizations to create an optimal working environment to enable employees to have positive behavior and performance to support the company's business. This study examines the effects of job autonomy and work engagement on innovative work behavior in Indonesia's Work from Home situation. This study is conducted through primary data collection using a quantitative research design, with questionnaires collected from 286 employees from various industries who work under the Work from Home policy. Data collected are further being analyzed using Structural Equation Modelling (SEM) to test the overall construct of the research model. This study shows that a high level of job autonomy has a positive and significant effect on work engagement and innovative work behavior. In contrast, work engagement is a significant driver of innovative work behavior and partially mediates the positive effect of job autonomy on innovative work behavior. Implementing a policy that could provide more control and freedom to employees when performing their job could increase employees' level of engagement and innovative behavior. This study has two significant contributions: first, enriching academic references in the field of human resources related to job autonomy, work engagement, and innovative work behavior variables, and secondly, providing insights for leaders and human resources department of organizations when implementing practical working policy in Work from Home situation in Indonesia.
Employee Engagement and Individual Differences : A Study in Indian Context
Management Studies and Economic Systems, 2014
The employee engagement has emerged as a pivotal business driver for organizational success. High level of engagement in domestic and global firms is supposed to have multiple enriching effects on an organization. Studies have highlighted the importance of both organizational and individual factors in ensuring highly engaged employees. The present paper explores the individual differs across four parameters as gender, age, experience and educational experience. Significant variations are observed across employees of various age, experience and qualifications. The implications and mechanisms to utilize diversity of work force have also been discussed. Further paper provides in depth analysis of eight constructs of employee engagement through applying suitable statistical tools. Individual characteristics based difference has also been studied for these eight constructs-work environment leadership and direction, relationship with immediate seniors and co-workers, compensation program, job security and career development, policies and work procedures of the company, work life balance and psychological well being of the employee.
The 1st Journal of Environmental Science and Sustainable Development Symposium, 2021
This study aims to examine the effect of job autonomy on proactive work behavior and to investigate the mediating role of work engagement in the relationship of job autonomy and proactive work behavior. This study involved 208 employees working in the private sector, public sectors, and government in Indonesia. Participants were taken using convenience sampling techniques through the distribution of questionnaires online. Data were analyzed using Structural Equation Model (SEM). This research shows that job autonomy directly influences work engagement and indirectly affects proactive work behavior through work engagement mediation. Our results found different results from previous studies, where job autonomy directly impacted proactive work behavior. Our results reveal the full mediation role of work engagement in the relationship between job autonomy and proactive work behavior.
Exploring the relationship between Job autonomy and employee engagement in turbulent times
2021
This study aims to develop and test a holistic model that depicts and examines the relationships among job autonomy, its drivers, as well as autonomous motivation and influence employee engagement. This research is among the first works to deal with such a complex framework that considers the interrelationships among numerous constructs and their effects on employee engagement. A questionnaire was designed to measure the influence of Job autonomy and its drivers on employee engagement while taking into consideration the impact of turbulent times and organizational commitment on these relationships. Data collected from a sample of 317 respondents working in Ethiopian commercial banks were used to test the proposed relationships. The relationships were analyzed using partial least squares structural equation modeling (PLS-SEM) using the Smart PLS 3 software and SPSS version 26. PLS is a well-established technique for estimating path coefficients in structural models and has been widel...
Abay Kidane Gebregiorgis, 2021
This study aims to develop and test a holistic model that depicts and examines the relationships among job autonomy, its drivers, as well as autonomous motivation and influence employee engagement. This research is among the first works to deal with such a complex framework that considers the interrelationships among numerous constructs and their effects on employee engagement. A questionnaire was designed to measure the influence of Job autonomy and its drivers on employee engagement while taking into consideration the impact of turbulent times and organizational commitment on these relationships. Data collected from a sample of 317 respondents working in Ethiopian commercial banks were used to test the proposed relationships. The relationships were analyzed using partial least squares structural equation modeling (PLS-SEM) using the Smart PLS 3 software and SPSS version 26. PLS is a well-established technique for estimating path coefficients in structural models and has been widely used in a number of research studies. The proposed model proved to be fit. The findings of this study suggest that creating job autonomy and assuring autonomous motivation, may help companies gain employee engagement and enhance their performance. The adoption and implementation of such activities are driven by method, criteria, and scheduling autonomy. The successful implementation of these practices requires considering the level of turbulent environment and organizational tenure. The hypotheses were supported, and implications were discussed.
Banks and Bank Systems
An individual’s ability to exercise freedom in how he/she plans his/her work is referred to as job autonomy, and this is associated with many positive work outcomes. Work engagement is a positive work outcome that many organizations desire to see in their employees due to its impact on productivity. This study was carried out to examine the extent of job autonomy in ensuring that banking industry employees in Nigeria attain a certain level of work engagement. The study used a mixed investigation method, including both quantitative and qualitative research techniques. The quantitative analysis involved the distribution of 438 copies of the questionnaire, of which 353 copies were retrieved from bank employees. For a qualitative assessment, 15 respondents were randomly selected from among the senior officers of the selected banks. Data were analyzed using Structural Equation Modeling (PLS). As a result, job autonomy was found to be stronger with cognitive engagement (β = 0.524, Tval = ...