Dissertation Seminar Work Performance, Motivation and Engagement: The Key Individual Factors

https://www.ijrrjournal.com/IJRR_Vol.9_Issue.4_April2022/IJRR-Abstract044.html, 2022

This study aims to examine the relationship between the dimensions of psychological capital (self-efficacy, optimism, hope and resilience) and work engagement. It uses a quantitative approach with a descriptive method. The population and sample were 37 permanent lecturers at Putra Bangsa University. The results show that: (1) self-efficacy has no effect on work engagement; (2) optimism has no effect on work engagement; (3) hope has no effect on work engagement; (4) resilience shows a positive and significant effect on work engagement; and (5) self-efficacy, optimism, hope and resilience simultaneously have a significant effect on work engagement.

Ambient Science, 2020

To conclude the study, "Utrecht Work Engagement Scale" the "Positive Psychological Capital Scale" were used as tools. Results indicated that the positive psychological level of the participants was high and their work engagement levels were above the average. Also, it was determined that there was not a statistically significant difference in terms of the participants' psychological capital and work engagement according to the gender variable. Further, it was concluded that self-efficacy and optimism statistically predicted vigour and assimilation; self-efficacy, hope and optimism statistically predicted the concentration. It was determined that 58.4% of vigour, 36.6% of assimilation and 48.2% of concentration were explained by predictorvariables.

International Journal of business psychology

Work engagement is defined as a positive state of mind, well-grounded emotional and cognitive state associated to work. Work engagement has an effect on individual job performance, work attitude and behavior factors, and organizational outcome variables such as customer satisfaction, productivity, profit margins, and overall unit performance. Individual characteristic such as, workrelated factors, and family-related factors, among others, are contributing elements of work engagement. Based on a thorough evaluation of previous research on work engagement; the study concludes that future research should improve the discussion of five areas, including the intervention mechanism of work engagement.

Jurnal Muara Ilmu Sosial, Humaniora, dan Seni

Work performance, undoubtedly, is the key of organizational success. Therefore, it is very important to find out the antecedents which will significantly lead to work performance. Unlike other organizations, mental hospital is a unique institution delivering a different kind of service, both to the patients as well as the family of the patients. Adding to the fact, nurses play a very important role in determining the performance of the hospital. Current study aimed to investigate the contributions of work engagement, psychological capital, and perceived organizational support towards work performance. This was a quantitative non-experimental research employing four questionnaire distributed to 140 nurses from all positions, ranging from junior to senior, and conducted in a mental hospital in Jakarta, Indonesia. The questionnaires distributed to participants were 47-item Individual’s Work Performance, 3-item Utrecht Work Engagement Scale, 24-item Psychological Capital Questionnaire,...

International journal of Research in Management, 2024

The level of dedication and interest that employee demonstrates toward their company and its values is referred to as employee engagement. An engaged worker understands the business environment and works with coworkers to improve performance for the benefit of the company. It is a positive attitude that staff members have toward the company and its values. This study aimed to evaluate the factors affecting employee engagement at Chemsol Polymer Industries Pvt. Ltd in Pune, Maharashtra and how it influences organizational performance. Engaged employees exhibit heightened performance, higher productivity, and satisfaction with organization policies. Communication, leadership, job satisfaction, and reward systems play significant roles in employee engagement. Organizational performance is important, but other variables like company culture and external market conditions also impact overall success. Improvements in organizational performance can lead to positive outcomes in employee engagement. Further research is needed to fully understand the impact of organizational performance on overall success and to explore other potential factors influencing employee engagement.

International Journal of Business and Management

This study aims to assess the influence of psychological antecedents of engagement on the performance of public sectored organizations in a developing nation within the context of human resources management and public sector management. The study proposed a conceptual model comprising 7 hypotheses tested with employment of the structural equation modellingpartial least squares. Data was gathered using structured questionnaire from 303 public employees from 10 public sectored organizations in Nigeria. The results revealed that of the three main psychological antecedents of engagement, psychological meaningfulness antecedents of engagement and psychological safety antecedents of engagement directly influenced employee engagement. However, no effect was found for psychological availability antecedents of engagement. The finding also showed that employee engagement mediates the relationship between psychological antecedents of engagement and organizational performance. The most significant effect was established in the relationship between psychological meaningfulness antecedents of engagement and employee engagement. The limitation of this study relates to its generalizability because it focuses on only the public sector organization. Additionally, it is cross-sectional research, and the lack of time which a longitudinal study will have could make the findings broader than it is.

iJournals: International Journal of Social Relevance & Concern, 2019

Employee engagement often associated by performance of the organization. Employee engagement arises for employees who have high morale. Besides the vigor aspect, there are other aspects such as dedication in the company and processes in the company that can relate to the organization. Employees involved in organizations have a sense of energy and effective relationships with work activities that they do. However, employees can handle the work they face well. In this study using a quantitative approach. This study was conducted in terms of enthusiasm, dedication also absorption when faced with an employee account. The questionnaires will be given to respondents who work in the company using the snowball sampling method

Integrated Journal of Business and Economics, 2021

This study aims to examine and analyze the effect of employee engagement and motivation on working performance. This population is 618 employees working at one of the textile companies in Bandung, distributed into seven divisions. The number of samples of 247, furthermore, is counted by the Isaac and Michael formula. Because of the divisions, the pieces are taken by a stratified random sampling technique. Ominously, not all of them are responsive. Hence, this research can get a 54.66% participating level on the online survey or successfully collect 135 responses. Besides, this study utilizes the confirmatory factor analysis and the composite reliability coefficient analysis to test data quality. After that, the structural equation model based on variance is used. After examining the proposed hypothesis and discussing the related facts, this study deduces that a positive effect of employee engagement and motivation on working performance exists.

People are the engine of each organization and constitute the foundation upon which it is built. However, unhealthy employees may cause this foundation to crumble due to high levels of absenteeism and subsequent increasing costs. In order to prevent such negative effects, the organizational sciences have paid much attention to the negative aspects of work life (Wright & Cropanzano, 2004), such as job burnout . But due to this negative focus, the positive aspects of working life have largely been ignored. This is unfortunate, as mentally and physically healthy employees are likely to perform very well (e.g., . The current chapter aims to enhance our understanding of the relation between the positive side of employee well-being and job performance. The basic tenet of this chapter is that job performance is optimal if employees are in an affective-motivational state of mind that is called work engagement . We present our ideas on the relation between work engagement and job performance in a theoretical framework. After consideration of previous work on the effect of employee well-being on organizational outcomes, we discuss research on the relation between employee engagement and performance based on the Job Demands-Resources Model . After arguing for more systematic research on this topic, attention is first paid to our current knowledge on job performance followed by introducing a taxonomy of job performance. Finally, this chapter proposes two explanations of why high levels of work engagement make employees better performers than low levels of work engagement. The chapter closes with a short summary of the theoretical framework and an agenda for future research.

ijetrm journal, 2022

The purpose of the study was to determine the effect of co-worker support and leader support on work engagement: the role of optimism. Previous studies have found that while some people are negatively impacted by toxic relationships with others at work, others are positively influenced by them, the data was attained from 324 respondents through the questionnaire were information was provided on the state of the association between the respondents. The results in Table 4.4 indicate that emotional support had a 90.7% effect on work engagement, the r value was (P= 0.000, indicating that emotional support had a statistically significant effect on the work engagement amongst the workers. Secondly, The results indicate that instrumental support had a 44.9 percent effect on work engagement, the P value was= 0.000, lower than the margin of error of 95% confidence interval indicating that instrumental support had a statistically significant effect on the work engagement amongst the workers. Thirdly the results here show that leader support has 26.5% percent effect on work engagement, the P-value was (0.000) indicating that leader support had a statistically significant effect on the work engagement amongst the workers. Fourth the interaction was found to be statistically significant indicating that optimism was found to have a moderate effect on moderating the influence between instrumental support and work engagement, fourthly, the study concludes that increasing work engagement by co-worker instrumental support can be realized moderately through optimism. Finally optimism was a significant indictor of emotional support and work engagement with the P-value attained to being .000. The interaction was found to be statistically significant indicating that optimism was found to have a moderate effect on moderating the influence between leader support and work engagement. The study concludes that coworker emotional support presents a significant effect for the engagement of the workers. Secondly, the study concludes that that there is a positive statistically significant effect of instrumental support on work engagement. Thirdly the study concludes that leader support in the organization has a low effect on the way the works are engaged in the organizations of the study. The study concludes that increasing work engagement by co-worker's emotional support can be realized moderately through optimism. The study also recommends for the development of the leaders significant in enabling the fundamental generation of the leadership codes to attain value for the leadership, leadership need to be developed to ensure full engagement of the workers in the organizations.