نقش مشارکت کارکنان، بهزیستی روانشناختی و رهبری تحول آفرین
Abstract
1- Introduction
2- Method
3- Data analysis and results
4- Discussions and implications of the study
5- Limitations and scope for future research
References
Abstract
Both practitioners and scholars have shown a great deal of interest to study the trust factors that compels for establishing cordial interpersonal relations across society. However, in the context of organisation, the study on trust stands challenged for manifold reasons: lack of clarity between trust and productivity, lack of specificity on interventional mechanisms and the validity between trust and its possible antecedents. Therefore, the objective of this research is twofold: firstly, to identify the direct effect of employee engagement on organisational trust and secondly, to investigate the indirect effect of psychological well-being and transformational leadership on the relationship between employee engagement and organisational trust. Bootstrapping technique (Hayes, 2012) in addition to the mediation process through PRODCLIN2 was carried out during SEM analysis. The findings indicate that executives have a higher level of trust when they are able to perceive meaningful employee engagement, transformational leadership and psychological well-being from their respective employer.
Introduction
Modern day organizations are seeking explanations from academicians and scholars to explore the factors that may improve willingness and involvement of employees for realizing organisational tasks (Jones & George, 1998). In this age of knowledge, fulfilling the higher order needs of employee is a priority and is primarily realized through establishing trust among employees and organisation. Earlier studies have evinced the fact that, trustworthy relations endorses cooperation (Schoorman, Mayer, & Davis, 2007); information sharing (Aryee, Budhwar, & Chen, 2002) and also recompenses the limited abilities among employees (Laschinger & Finegan, 2005) through fostering group dynamics. Employees demonstrate their trust and commitment when they are engaged properly in their work assignments (Baumruk, 2004) as it galvanizes self-motivation to perform their role efficiently. The significance of engagement as a prima-facie to organisational trust need to be acknowledged (Macey, Schneider, Barbera, & Young, 2009; Rich, Lepine, & Crawford, 2010) and is warranted for further empirical confirmation. Engagement is attaining importance among practitioners worldwide as it has become an established belief that meaningful work engagement connects employees to their organisation (May, Gilson, & Harter, 2004; Macey & Schneider, 2008; Jena & Pradhan, 2017), by fostering a sense of ownership and loyalty. Supporting this proposition, Thayer (2008) has urged future researchers to explore the factors that will promote trust and satisfaction among employees. Engagement is a driver of business success, as an engaged employee perseveres to achieve organisational goal through displaying their proactive attitude (Schaufeli & Bakker, 2004) amidst adverse situations. Recent years have observed a shift in research emphasis from dysfunctional obsession for productivity even at the cost of human dissatisfaction to focus on psychological well-being and inclusive growth (Kahneman, 1999, pp. 3e25; Ryff & Singer, 1998). Psychological well-being promotes creative thinking and demonstrates pro-social behavior as it combines feeling good and working effectively (Huppert, 2009) when there is a meaningful work engagement (Schaufeli & Bakker, 2004).