عملکرد شغلی در لبنان و نقش واسطه ای خلاقیت
Abstract
1- Introduction
2- Literature review
3- Methods
4- Results
5- Discussion
6- Theoretical implications
7- Managerial implications
8- Limitations and future research
9- Conclusion
References
Abstract
Purpose - The purpose of this paper is to explore the relationship between employee engagement and job performance in the country of Lebanon, and to test whether creativity mediates the relationship between engagement and performance.
Design/methodology/approach - The research sample consisted of 186 respondents working in Lebanese firms. The questionnaire included established measures relating to employee engagement, job performance and creativity - in addition to various demographic questions. Stepwise multiple regression and bootstrapping methods were employed in the analysis of the data.
Findings - The findings showed a significant positive effect of employee engagement on job performance. However, mediation analysis using bootstrapping methods has shown that creativity has fully mediated the relationship between engagement and performance.
Originality/value - The study extends previous research and increases the external validity of the findings by investigating the relationship between engagement and performance in new non-western contexts. Moreover, this is one of the first research studies that explores the role of creativity in the relationship between the two variables; this helps in improving our understanding of the model and aids in enhancing the effect of engagement on performance.
Introduction
The concept of employee engagement was developed by Kahn (1990) through ethnographic data collected in an architectural firm and in a summer camp. He defined employee engagement as: “the harnessing of organization members’ selves to their work roles; in engagement, people employ and express themselves physically, cognitively, and emotionally during role performances” (Kahn, 1990, p. 694). Macey and Schneider (2008) presented a comprehensive analysis of all the relevant elements that define engagement: trait engagement (e.g. individual personality traits); work involvement (e.g. satisfaction, involvement, empowerment); and organizational citizenship (e.g. extra-role behavior, proactivity, role expansion). Hence, they have presented all the critical concepts that have been associated with the employee engagement concept. Research on employee engagement has explained the experience of the phenomenon (Macey and Schneider, 2008; Shuck and Reio, 2014) and the expected outcomes of highly engaged employees (Konrad, 2006; Rich et al., 2010; Binsiddiq and Alzahmi, 2013). The Gallop organization, for instance, in a landmark study, found that employee engagement was significantly related to better organizational performance; higher satisfaction, profitability and productivity; and reduction in employee turnover. Similarly, Badal and Harter (2013) found that an engaged workforce culture may result in a cumulative financial performance to organizations as compared to firms that do not have an engaged workforce.