Dissertation Abstracts

A Process Model of Employee Engagement: The Relationships between Organizational Antecedents and Outcomes at Work and Beyond

Author: Eldor, Liat , liat@eldor.me
Department: Management
University: Haifa , Israel
Supervisor: Prof. Itzhak Harpaz
Year of completion: 2014
Language of dissertation: English

Keywords: work , spillover , organization , engagement or
Areas of Research: Organization , Work , Social Psychology

Abstract

A Process Model of Employee Engagement: The Relationships between Organizational Antecedents and Outcomes at Work and Beyond

The literature about employee-organization relationships contains ever-increasing references to the concept of employee engagement. However, despite a growing interest, little is known about the uniqueness of engagement as a predictor of work performance - even when compared with similar concepts regarding the employee-organization relationship such as job satisfaction and job involvement.
My PhD thesis examines a process model that positions employee engagement as a key mechanism for explaining the relationships between learning climate and perceptions of organizational politics on the one hand, and desirable work activities such as knowledge sharing, creativity, adaptivity, proficiency, and proactivity on the other. The current study also examines the role of engagement in life as a whole by examining the relationships between employee engagement and beyond-workplace outcomes such as career satisfaction, life satisfaction, and community involvement.
The study was conducted in Israel using a questionnaire distributed to two different sources: employees and their supervisors. The sample included 625 employees from heterogeneous occupations from 12 different organizations in 5 fields (public service, industry, technology, service industry, and finance) across Israel. The data analyses used multi-level hierarchical modeling. In general, the multi-level modeling regression analyses supported our model concerning the impact of employee engagement as a key mechanism for explaining the relationships between learning climate and perceptions of organizational politics on the one hand, and desirable outcomes at work and beyond on the other.
The study makes several potential theoretical and empirical contributions: (a) positioning engagement as a motivational concept which offers an organization a competitive advantage; (b) revealing the indirect relationship between learning climate and work performance while using employee engagement as a mediator, thus helping us determine the accurate path between learning climate and work performance; (c) demonstrating the potential employee engagement has of redefining the optimal employee-organization relationship; (d) illuminating how engagement spills over beyond the domain of work into the individual’s life and further onto community involvement.

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