ORCID Profile
0000-0002-9155-4759
Current Organisation
Deakin University
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Publisher: MDPI AG
Date: 06-04-2021
DOI: 10.3390/SU13074045
Abstract: Meaningful work and employee engagement have been the subject of increasing interest in organizational research and practice over recent years. Both constructs have been shown to influence important organizational outcomes, such as job satisfaction, wellbeing, and performance. Only a limited amount of empirical research has focused on understanding the relationship within existing theoretical frameworks. For this study, meaningful work is proposed as a critical psychological state within the job demands-resources (JD-R) model that can therefore, in part, explain the relationship between job resources and employee engagement. Survey data collected from 1415 employees working in a range of organizations, across a number of industries, were analyzed with confirmatory factor analysis (CFA) and structural equation modelling (SEM). In support of expectations, job variety, development opportunities, and autonomy, each had a significant and positive direct association with meaningful work. These job resources also had a significant and positive indirect effect on employee engagement via meaningful work. Although job variety, development opportunities, autonomy, and feedback had significant positive direct associations with engagement, contrary to expectations, supervisor support had a negative association with engagement. The final model explained a sizable proportion of variance in both meaningful work (49%) and employee engagement (65%). Relative weights analyses showed that job variety was the strongest job resource predictor of meaningful work, and that meaningful work was more strongly associated with employee engagement than the job resources. Overall, the results show that meaningful work plays an important role in enhancing employee engagement and that providing employees with skill and task variety is important to achieving that goal. Practical implications, study limitations, and future research opportunities are discussed.
Publisher: Informa UK Limited
Date: 07-12-2021
Publisher: American Psychological Association (APA)
Date: 23-06-2022
DOI: 10.1037/CPB0000235
Publisher: SAGE Publications
Date: 10-02-2020
Abstract: Personal values have been shown to be associated with a range of important psychological experiences, attitudes, and behaviors. Researchers and practitioners have, however, called for additional models and measures of employee values, specific to the context of work. Drawing from Schwartz’s extensively studied model of personal values, this study aimed to develop a scale that researchers and practitioners can use to measure in idual work values. Data from 2,968 participants who were currently working or had previous work experience were analyzed using exploratory and confirmatory factor analyses. An 11-factor model, aligning closely with Schwartz’s original personal values framework, yielded good fit. Furthermore, the 11 newly developed work values correlated significantly with Schwartz’s generalized values, and multidimensional scaling broadly supported a configuration consistent with that previously proposed for general values. Overall, the research makes a contribution by extending Schwartz’s extensively validated personal values framework to the context of work. The results support the psychometrics of a new measure of work values that will enable valid and reliable assessment of the important influence that work values can have on in idual, team, and organizational outcomes. Practical implications, research limitations, and proposed future research directions are discussed.
Publisher: MDPI AG
Date: 21-12-2021
DOI: 10.3390/SU14010043
Abstract: As organizations continue to respond to the existential challenge that is climate change, the extent to which employees engage in environmental sustainability is critical to that response. This study introduces new measures of pro-environmental employee engagement, pro-environmental job resources and pro-environmental meaningful work. Based on engagement theory, a model is tested that shows how perceived corporate environmental responsibility, pro-environmental job resources (supervisor support, involvement, information) and pro-environmental meaningful work (a personal resource) influence pro-environmental employee engagement. Online self-report survey data were collected through convenience s ling from 285 full-time and part-time employees (aged 18–89 years) working across a range of occupations and organizations in Australia. Data were analyzed using a confirmatory factor analysis (CFA) and structural equation modelling (SEM). In support of the proposed model, CFA and SEM results generally yielded a good fit to the data. Eight of nine proposed direct effects involving corporate environmental responsibility, pro-environmental job resources (modelled as a higher-order construct), pro-environmental meaningful work, and pro-environmental engagement, were significant. All proposed indirect effects within a re-specified model were significant. The final model explained 51% of the variance in pro-environmental job resources 20% in pro-environmental meaningful work and 71% in pro-environmental employee engagement. Overall, the results indicate that perceived organizational, job and personal resources play a motivational role in enhancing pro-environmental employee engagement. The study contributes a theory-based model and new measures of employee pro-environmental resources and engagement. The model can be applied to help organizations assess and develop interventions to address the critically important issue of environmental sustainability. Future research directions and study limitations are discussed.
No related grants have been discovered for Simon Albrecht.