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The effect of work satisfaction on employee engagement

Treść / Zawartość
Identyfikatory
Warianty tytułu
PL
Wpływ satysfakcji z pracy na zaangażowanie pracowników
Języki publikacji
EN
Abstrakty
EN
The study aims at examining the effect of work satisfaction on employee engagement. The study was conducted using the quantitative method. The population consists of the employees of telecommunication network providers in the industry. The numbers of employees eligible to be included in the population were 14,000 people (2015), which came from various managerial levels. Upon restricting the population three managerial levels, including senior leaders, line managers, and supervisors, the number went down to 8,064 people. For the study, samples of 100 respondents were chosen using multistage-random sampling. The data were processed using the Structural Equation Modeling (SEM) method. The results of the study showed that in telecommunication network providers, work satisfaction could increase employee engagement. Work condition was the dominant driver in increasing employee engagement, followed by work relationship and promotion. Work conditions include work security, work comfort, stress levels, working hours, and management policies. These aspects could provide the highest support in shaping employee engagement. The results of this study provide an implication for telecommunication network providers in Indonesia, which is that employee engagement was mainly driven by employee satisfaction with their work condition, work relationship, and promotion.
PL
Badanie ma na celu analizę wpływu satysfakcji z pracy na zaangażowanie pracowników. Badanie przeprowadzono metodą ilościową. Próbka składa się z pracowników dostawców sieci telekomunikacyjnych. Liczba pracowników kwalifikujących się do włączenia do populacji wynosiła 14 000 osób (2015 r.), które pochodziły z różnych poziomów kierowniczych. Po ograniczeniu populacji do trzech poziomów kierowniczych, w tym wyższych rangą liderów, menedżerów liniowych i nadzorców, liczba ta spadła do 8 064 osób. Do badania wybrano próbki 100 respondentów przy użyciu wielostopniowego losowego pobierania próbek. Dane zostały przetworzone przy użyciu metody Modelowania Równań Strukturalnych (SEM). Wyniki badania wykazały, że w przypadku dostawców telekomunikacyjnych zadowolenie z pracy może zwiększyć zaangażowanie pracowników. Stan pracy był dominującym czynnikiem zwiększającym zaangażowanie pracowników, a następnie stosunki pracy i awans. Warunki pracy obejmują bezpieczeństwo pracy, komfort pracy, poziom stresu, godziny pracy i zasady zarządzania. Te aspekty mogą zapewnić najwyższe wsparcie w kształtowaniu zaangażowania pracowników. Wyniki tego badania dostarczają implikacji dla dostawców sieci telekomunikacyjnych w Indonezji, a mianowicie, że zaangażowanie pracowników było głównie spowodowane satysfakcją pracowników z ich warunków pracy, stosunków pracy i promocji.
Rocznik
Strony
101--111
Opis fizyczny
Bibliogr. 27 poz., rys., tab.
Twórcy
  • Economics and Business Faculty, Brawijaya University, Malang, Indonesia
  • Economics and Business Faculty, Brawijaya University, Malang, Indonesia
  • Economics and Business Faculty, Brawijaya University, Malang, Indonesia
  • Economics and Business Faculty, Brawijaya University, Malang, Indonesia
Bibliografia
  • 1. Abdul Hadi A.R., Zainudin Z., Hussain H.I., Rehan R., 2019, Interaction of Short-Term and Long-Term Interest Rates in Malaysian Debt Markets - Application of Error Correction Model and Wavelet Analysis, “Asian Academy of Management Journal”, 24 (Supp. 1).
  • 2. Abraham S., 2012, Job Satisfaction as an Antecedent to Employee Engagement, “SIES Journal of Management”, 8(2).
  • 3. Avery D.R., McKay P.F., Wilson D.C., 2007, Engaging the aging workforce: The relationship between perceived age similarity, satisfaction with coworkers, and employee engagement, “Journal of Applied Psychology”, 92(6).
  • 4. Aziri B., 2011, Job Satisfaction: A Literature Review, Management Research & Practice, 3(4).
  • 5. Bakker A.B., Demerouti E., 2008, Towards a model of work engagement, Career Development International, 13(3).
  • 6. Baumruk R., 2006, Why managers are crucial to increasing engagement: Identifying steps managers can take to engage their workforce, Strategic HR Review, 5(2).
  • 7. Bin A.S., 2015, The relationship between job satisfaction, job performance and employee engagement: An explorative study, Issues in Business Management and Economics, 4(1).
  • 8. Biswas S., Bhatnagar J., 2013, Mediator analysis of employee engagement: role of perceived organizational support, PO fit, organizational commitment and job satisfaction, Vikalpa, 38(1).
  • 9. Carnahan D., 2013, A Study of Employee Engagement, Job Satisfaction and Employee Retention of Michigan CRNAs, Capstone Project.
  • 10. Eslami J., Gharakhani D., 2012, Organizational Commitment and Job. Satisfaction, “ARPN Journal of Science And. Technology”, 2(2).
  • 11. Harter J.K., Schmidt F.L., Hayes T.L., 2002, Business-unit-level relationship between employee satisfaction, employee engagement, and business outcomes: A meta-analysis, “Journal of applied psychology”, 87(2).
  • 12. Khan A.H., Ahmad I., Aleem M., Hamed W., 2011, Impact of Job Satisfaction on Employee Performance: An Empirical Study of Autonomous Medical Institutions of Pakistan, “International Journal of Management and Innovation”, 3(2).
  • 13. Kreitner R., Kinicki A., 2001, Organizational Behavior, Fifth Edition. Irwin McGraw-Hill.
  • 14. Kular S., Gatenby M., Rees C., Soane E., Truss K., 2008, Employee engagement: A literature review, Kingstone University
  • 15. Leary T.G., Green R., Denson K., Schoenfeld G., Henley T., Langford H., 2013, The relationship among dysfunctional leadership dispositions, employee engagement, job satisfaction, and burnout, “The Psychologist-Manager Journal”, 16(2).
  • 16. Markos S., Sridevi M.S., 2010, Employee Engagement: The Key to Improving Performance, “International Journal of Business and Management”, 2(12).
  • 17. Pološki Vokić N., Hernaus T., 2015, The triad of job satisfaction, work engagement and employee loyalty - the interplay among the concepts, EFZG working paper series.
  • 18. Ram P., Prabhakar G., 2011, The role of employee engagement in work-related outcomes, “Interdisciplinary Journal of Research in Business”, 1(3).
  • 19. Rast S., Tourani A., 2012, Evaluation of Employees’ Job Satisfaction and Role of Gender Difference: An Empirical Study at Airline Industry in Iran, “International Journal of Business and Social Science”, 3(7).
  • 20. Sabir S., Khan A., 2018, Impact of Political Stability and Human Capital on Foreign Direct Investment in East Asia & Pacific and South Asian Countries, “Asian Journal of Economic Modelling”, 6(3).
  • 21. Samaila M., Uzochukwu O.C., Ishaq M., 2018, Organizational Politics and Workplace Conflict in Selected Tertiary Institutions in Edo State, Nigeria, “International Journal of Emerging Trends in Social Sciences”, 4(1).
  • 22. Saradha H., Patrick H.A., 2011, Employee engagement in relation to organizational citizenship behavior in information technology organizations, “Journal of Marketing and Management”, 2(2).
  • 23. Seddighi H., Yoon I.H., 2018, Stock Market Efficiency and Price Limits: Evidence from Korea’s Recent Expansion of Price Limits, “Asian Journal of Economics and Empirical Research”, 5(2).
  • 24. Setiyawati H., Iskandar D., Basar Y.S., 2018, The Quality of Financial Reporting through Increasing the Competence of Internal Accountants and Accrual Basis, “International Journal of Economics, Business and Management Studies”, 5(1).
  • 25. Sun Y., Wang X., 2018, Asymmetric Effects of Chinas Monetary Policy on the Stock Market: Evidence from a Nonlinear VAR Mode, Asian Economic and Financial Review, 8(6).
  • 26. Tella A., Ayeni C.O., Popoola S.O., 2007, Work motivation, job satisfaction, and organisational commitment of library personnel in academic and research libraries in Oyo State, Nigeria, Library Philosophy and Practice, 9(2).
  • 27. Truss C., Shantz A., Soanec E., Alfes K., Delbridge R., 2013, Employee engagement, organisational performance and individual well-being: exploring the evidence, developing the theory, “The International Journal of Human Resource Management”, 24(14).
Uwagi
Opracowanie rekordu w ramach umowy 509/P-DUN/2018 ze środków MNiSW przeznaczonych na działalność upowszechniającą naukę (2019).
Typ dokumentu
Bibliografia
Identyfikator YADDA
bwmeta1.element.baztech-a214c29a-c260-4381-8843-00413d8a852d
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