Mohsen Yaqubi; Normohammad Yaghoubi
Volume 21, Issue 3 , December 2017, , Pages 243-261
Abstract
Work engagement is a psychological state experiencing energy, absorption and dedication at work. The purpose of this study is to investigate impact of psychological empowerment and its components on work engagement. This cross sectional study was practical in terms of goal and descriptive-correlational ...
Read More
Work engagement is a psychological state experiencing energy, absorption and dedication at work. The purpose of this study is to investigate impact of psychological empowerment and its components on work engagement. This cross sectional study was practical in terms of goal and descriptive-correlational in terms of nature. The statistical population was several public organizations in Mashhad, Iran. A simple random sampling method was applied. Krejcie and Morgan table showed that the suitable sample size is 384. Then, 420 questionnaires were distributed, led to 389 collected completed questionnaires. To measure the work engagement, Schaufeli, Bakker, and Salanova scale, and to measure psychological empowerment, Spreitzer scale were used. Using confirmatory factor analysis, the validity of measures were approved. The results of path analysis in LISREL software showed that psychological empowerment explains 73 percent of the employees' work engagement. While, competence’s effect on work engagement was not statistically significant, other components of psychological empowerment such as meaning, self-determination, and impact, had 48 percent, 33 percent and 38 percent positive and significant effect on the work engagement, respectively. Therefore, psychological empowerment is a significant predictor for work engagement. The results indicate that the organization performs interventions to increase employees' psychological empowerment. The pivot of these interventions should focused on sense of meaning for the tasks, self-determination, and impact.
Ahmad Esakhani; Ali Asghar Fani; Hsssan Danaee Fard
Volume 16, Issue 2 , July 2012, , Pages 151-166
Abstract
In a recent decade there has been a great deal of interest in work engagement. This interest stems from evidences that show the strong relationship between engagement and individual and organizational outcomes. It has been reported that the level of employee engagement in organization is low. The decline ...
Read More
In a recent decade there has been a great deal of interest in work engagement. This interest stems from evidences that show the strong relationship between engagement and individual and organizational outcomes. It has been reported that the level of employee engagement in organization is low. The decline in level of employee engagement costs organization billions of dollar in term of lost productivity. Different factors (such as job demands, job resources, personal resources) has been identified as antecedents and also different factor (such as organizational commitment, job satisfaction, Organizational citizenship behavior etc.) as consequences of work engagement. In this line, aim of this research is to explain antecedents of work engagement and its effect on organizational commitment. Results show that job resources (autonomy, social support, feedback, supervisory coaching, opportunities for development) and personal resources (self efficacy, proactive personality, conscientious trait) are work engagement antecedents. And work engagement has positive effect on organizational commitment.
