Open AccessJournal Article
Job insecurity, leadership empowerment behaviour, employee engagement and intention to leave in a petrochemical laboratory : original research
TLDR
In this article, the authors investigated the relationship between job insecurity, leadership empowerment behaviour (as perceived by the employees who report to leaders), employee engagement and intention to leave their jobs in a petrochemical laboratory.Abstract:
Orientation: Engaging individuals at work plays an important role in retaining them Job security and leadership empowerment behaviour are antecedents of employee engagement
Research purpose: The objective of this study was to investigate the relationship between job insecurity, leadership empowerment behaviour (as perceived by the employees who report to leaders), employee engagement and intention to leave their jobs in a petrochemical laboratory
Motivation for the study: Knowledge of the effects of job insecurity and leadership on employee engagement and turnover intention will contribute to improved talent management
Research design, approach and method: A correlational design was used A total of 169 employees in a petrochemical laboratory were studied The measuring instruments included the Job Insecurity Index, the Leadership Empowerment Behaviour Questionnaire, and the Utrecht Work Engagement Scale Two questions were used to measure intention to leave
Main findings: The results showed that job insecurity was not statistically significantly related to employee engagement and turnover intention Leadership empowerment behaviour contributed statistically significantly to employee engagement and low turnover intention Employee engagement partially mediated the relationship between leadership empowerment behaviour and turnover intention
Practical implications: Leaders should be developed to show empowerment behaviour, because it affects employee engagement, which in turn affects their turnover intention
Contribution: This was the first study that demonstrated the effect of empowerment behaviour of leaders on the engagement and turnover intention of employeesread more
Citations
More filters
Journal ArticleDOI
The Meaning, Antecedents and Outcomes of Employee Engagement: A Narrative Synthesis
TL;DR: The claim that high levels of engagement can enhance organizational performance and individual well-being has not previously been tested through a systematic review of the evidence as discussed by the authors, and the authors conducted a systematic synthesis of narrative evidence involving 214 studies focused on the meaning, antecedents and outcomes of engagement.
Journal ArticleDOI
Management of innovation: role of psychological empowerment, work engagement and turnover intention in the Indian context
TL;DR: In this paper, the authors examined the fields of psychological empowerment, work engagement and innovation, and found that psychological empowerment affected work engagement, and led to high innovation and lower turnover intention.
Journal ArticleDOI
The association of meaningfulness, wellbeing and engagement with absenteeism: a moderated mediation model
TL;DR: In this article, a study of 625 employees and human resource records of subsequent absenteeism data for a three-month period supported their hypotheses that meaningful work increases engagement with work, and that engagement is associated with low levels of absenteeism.
Journal ArticleDOI
Relationship between leadership styles of nurse managers and nurses' job satisfaction in Jimma University Specialized Hospital.
TL;DR: It is indicated that nurses can prefer transformational leadership style over transactional leadership style and had moderate-level intrinsic but low level of extrinsic job satisfaction, and nurses' managers should use transformationalleadership style in order to increase nurses' job satisfaction.
Journal ArticleDOI
Leadership empowering behaviour, psychological empowerment, organisational citizenship behaviours and turnover intention in a Manufacturing Division
TL;DR: In this paper, the authors identify the role of employees' perception of leadership in contributing to the establishment of an environment where employees feel empowered, are willing to do more than what is expected and want to stay in the organisation.
References
More filters
Journal ArticleDOI
The moderator–mediator variable distinction in social psychological research: Conceptual, strategic, and statistical considerations.
Reuben M. Baron,David A. Kenny +1 more
TL;DR: This article seeks to make theorists and researchers aware of the importance of not using the terms moderator and mediator interchangeably by carefully elaborating the many ways in which moderators and mediators differ, and delineates the conceptual and strategic implications of making use of such distinctions with regard to a wide range of phenomena.
Journal ArticleDOI
On Happiness and Human Potentials: A Review of Research on Hedonic and Eudaimonic Well-Being
Richard M. Ryan,Edward L. Deci +1 more
TL;DR: This review considers research from both perspectives concerning the nature of well-being, its antecedents, and its stability across time and culture.
Journal ArticleDOI
The Measurement of Engagement and Burnout: A Two Sample Confirmatory Factor Analytic Approach
TL;DR: In this article, the authors examined the factorial structure of a new instrument to measure engagement, the hypothesized 'opposite' of burnout in a sample of university students (N=314) and employees (N = 619).
Journal ArticleDOI
Job demands, job resources, and their relationship with burnout and engagement: a multi‐sample study
TL;DR: In this paper, a model is tested in which burnout and engagement have different predictors and different possible consequences, showing that burnout is mainly predicted by job demands but also by lack of job resources, whereas engagement is exclusively predicted by available job resources.
Related Papers (5)
Psychological empowerment, job insecurity and employee engagement : original research
To leave or not to leave: the effects of perceptions of organizational justice on employee turnover intention via employee-organization relationship and employee job engagement
Minjeong Kang,Minjung Sung +1 more