Ahmad Esakhani; Ali Asghar Fani; Hassan Danee Fard
Abstract
Work engagement literature has been dominated by quantitative research methods. This article aims to study work engagement antecedents using mixed-method sequential explanatory design. This design starts with the collection and analysis of quantitative data followed by the subsequent collection and analysis ...
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Work engagement literature has been dominated by quantitative research methods. This article aims to study work engagement antecedents using mixed-method sequential explanatory design. This design starts with the collection and analysis of quantitative data followed by the subsequent collection and analysis of qualitative data. The qualitative phase of the study was designed to incorporate the outcomes of the first quantitative phase. Research variables were identified and presented in a conceptual model from literature review. Data was collected by questionnaire from 358 employees of a holding company comprised of seven industrial firms. Research conceptual model was tested by statistical techniques and structural equation modeling. In order to gain deep understanding and explaining results of quantitative results, 18 in-depth interviews were also conducted. Finally, combining quantitative results with qualitative findings led to better understanding and deepening the research results. Results and findings showed job autonomy, social support, supervisory coaching, performance feedback, learning and development opportunities, job characteristics, organizational justice, job-person fit, recognition, participation, supervisors; support and competency and coworker support were among job resources that had an impact on work engagement. It was further noticed that; commitment, resiliency, self-efficacy, conscientiousness, professionalism, proactive personality all have impact on work engagement.
Hassan Danaeefard; Belal Panahi
Abstract
Undoubtedly survival password of capitalism in the very competitive world is organizational knowledge. Resources of knowledge production are organizational dialogue forums that capture multiple dialogues and at the same time different dialogues. If organizational mouths be pressed to silence, employee’s ...
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Undoubtedly survival password of capitalism in the very competitive world is organizational knowledge. Resources of knowledge production are organizational dialogue forums that capture multiple dialogues and at the same time different dialogues. If organizational mouths be pressed to silence, employee’s opinions that are the engine generating organizational knowledge will be fossils. When the staff silence as a strategic investment of an organization, management must feel their major managerial risk. Data for this descriptive study was collected from 280 employees of a public organization by a standard questionnaire containing 28 questions to evaluate eleven original hypotheses. In this study, we first described the concept of organizational silence and silence behavior then the empirical relationships between silence climate and silence behavior in interaction with job attitudes in the public sector were discussed thoroughly. SPSS software was utilized to analyze research data using correlation tests and path analysis technique. The results showed that there is a significant relationship between silence climate dimensions (top management attitudes to silence, supervisor attitudes to silence and communication opportunities) and job attitudes with behavior silence employees. The findings showed a relatively strong positive correlation between top management attitude and supervisors’ attitude with silent behavior of employees. Furthermore, a relatively strong negative correlation was observed between communication opportunities and employees job attitudes with silence behavior employees