نقش مشارکت کارکنان، بهزیستی روانشناختی و رهبری تحول آفرین
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نقش مشارکت کارکنان، بهزیستی روانشناختی و رهبری تحول آفرین

عنوان فارسی مقاله: پیگیری اعتماد سازمانی: نقش مشارکت کارکنان، بهزیستی روانشناختی و رهبری تحول آفرین
عنوان انگلیسی مقاله: Pursuit of organisational trust: Role of employee engagement, psychological well-being and transformational leadership
مجله/کنفرانس: بررسی مدیریت آسیا-اقیانوسیه - Asia Pacific Management Review
رشته های تحصیلی مرتبط: مدیریت، روانشناسی
گرایش های تحصیلی مرتبط: مدیریت منابع انسانی، روانشناسی شناخت
کلمات کلیدی فارسی: مشارکت کارکنان، بهزیستی روانشناختی، رهبری تحول آفرین، اعتماد سازمانی، مدیران تولید، هند
کلمات کلیدی انگلیسی: Employee engagement، Psychological well-being، Transformational leadership، Organisational trust، Manufacturing executives، India
نوع نگارش مقاله: مقاله پژوهشی (Research Article)
نمایه: Scopus - Master Journal List
شناسه دیجیتال (DOI): https://doi.org/10.1016/j.apmrv.2017.11.001
دانشگاه: School of Human Resource Management, Xavier Institute of Management, Xavier University, Bhubaneswar, India
ناشر: الزویر - Elsevier
نوع ارائه مقاله: ژورنال
نوع مقاله: ISI
سال انتشار مقاله: 2018
ایمپکت فاکتور: 0/86 در سال 2017
شاخص H_index: 9 در سال 2019
شاخص SJR: 0/231 در سال 2017
شناسه ISSN: 1029-3132
شاخص Quartile (چارک): Q3 در سال 2017
فرمت مقاله انگلیسی: PDF
تعداد صفحات مقاله انگلیسی: 8
وضعیت ترجمه: ترجمه نشده است
قیمت مقاله انگلیسی: رایگان
آیا این مقاله بیس است: بله
کد محصول: E10975
فهرست انگلیسی مطالب

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

نمونه متن انگلیسی مقاله

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).

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