PurposeSustainable development concern, coupled with changes in the talent landscape, has led to a heightened focus on green human resource management (GHRM). Drawing on attribution theory and conservation of resources theory, this study examined GHRM, leader–member exchange (LMX) and core self-evaluations (CSE) in relation to work engagement together with human resource management (HRM) performance attributions as a mediator.Design/methodology/approachPartial least squares structural equation modelling (PLS-SEM) was used to analyse the data collected from 110 respondents working in ISO 14001 certified organisations in Malaysia.FindingsResults revealed that GHRM and LMX were positively related to HRM performance attributions that were intended to improve employee performance. However, CSE was not found to be related to HRM performance attributions. Consequently, HRM performance attributions were positively related to work engagement. Furthermore, GHRM and LMX had positive indirect effects on work engagement through HRM performance attributions as a mediator.Research limitations/implicationsSince the data collected were from Malaysia only, it limits the generalisability of the results to other regions.Practical implicationsThe findings suggest that organisations should adopt GHRM and train its leaders to forge stronger social bonds with their subordinates to elicit higher work engagement by positively influencing employee attributions on the motives of HRM practices.Originality/valueThis study contributes to the acknowledged gap on GHRM and HRM attributions by examining the non-green employee outcomes of GHRM and the antecedents of HRM performance attributions. This study also contributes by integrating attribution theory with conservation of resources theory to provide the mediation mechanism in linking GHRM and LMX towards higher work engagement through HRM performance attributions as a mediator; thus empirically illustrating the resource gain spirals.

Green human resource management, leader–member exchange, core self-evaluations and work engagement: the mediating role of human resource management performance attributions

This study aims to investigate the relationships between organizational cultures, spirit at work, and organization based self-esteem among academicians, and whether organization based self-esteem mediates the relationship between organizational culture and spirit at work. A cross-sectional design was employed, and data were collected through a questionnaire-based survey. Based on the convenience sampling, 417 academicians answered the questionnaire in public and private universities located in Turkey. To analyze the data descriptive statistics, Pearson coefficient, simple and multiple regression analyses were conducted. Feminine organizational culture has more positive contribution on experiencing spirit at work than masculine organizational culture. Moreover, organization based self-esteem does not mediate the relationship between types of organizational culture and spirit at work. Results suggest that organizations hoping to enhance their employee‟s spirit at work could focalize creating an organizational environment that fosters employee spirit at work. The originality of this paper is that it creates awareness and emphasizes potential contributors that foster an individual‟s experience of spirit at work.

Organizational Culture and Organization Based Self-Esteem As Predictors of Spirit at Work

Locus of control reflects the extent to which individuals believe that what happens to them is within their control, or beyond it. The objective of the present study was to study locus of control and employee engagement among the employees of automobile industry. A convenience sample consisting of ninety employees working in automobile industry participated in the study. By administering questionnaires locus of control and employee engagement among the employees were assessed. The collected data was analysed with various statistical tools like Mean, Standard Deviation, Correlation, regression and ANOVA tests. A higher level of locus of control was observed among the above 50 years age group and a higher level of employee engagement among the 41-50 age group. A higher level of locus of control and employee engagement was observed among the above 30000 income group. There were significant differences in locus of control and employee engagement among the respondents of different income groups. There was a significant positive correlation between locus of control and employee engagement. Approximately 18% of the variance of employee engagement was explained by locus of control.

https://myresearchjournals.com/index.php/vidushi/article/download/9725/9140

Locus of control and employee engagement among the employees of automobile industry

The present study attempts to address the issue of role-overload among Indian school teachers. Indian school teachers are overloaded; they need to perform many non-academic assignments, resulting in disengagement from their work. Data was collected from 630 school teachers working in the central part of the Indian subcontinent. The study considers the Job-Demand and Resource model to predict work engagement. We have taken role-overload as job demand and self-esteem as the job resource to predict work engagement. The model is confirmed through structural equation modeling. Findings indicate that role-overload affects work engagement negatively. Self-esteem influences work engagement positively and mediates between role-overload and work engagement.

Role-overload and self-esteem affecting work engagement among school teachers

Core self-evaluations have predictive value for crucial work outcomes. However, less attention is given to examine the relationship between employee core self evaluations and employee engagement. Based on trait activation theory present study propose a research framework that examines the relationship of employee core self evaluations with employee engagement accompanied by organizational culture as a moderator. It was assumed that employees core self evaluation traits significantly interacts with their perception about the organizational culture and produce valuable work outcome like employee engagement.  Confirmatory factor analysis was performed to demonstrate validity and reliability of proposed model and structural equation modeling was used to examine hypothesized model. The proposed model was supported empirically by data collected from 537 employees working in different branches of Pakistan Telecommunication Company limited (PTCL). The result indicated core self evaluations of employees as predictor of their engagement levels, also innovative and supportive organizational culture were found to have positive moderating effect on the relationship of employee core self evaluations with employee engagement.

Tahreem Baloch

Papers

Impact of Employees Core Self-Evaluations on Employee Engagement: Moderating Role of Organizational Culture