عملکرد شغلی در لبنان و نقش واسطه ای خلاقیت
ترجمه نشده

عملکرد شغلی در لبنان و نقش واسطه ای خلاقیت

عنوان فارسی مقاله: مشارکت کارکنان و عملکرد شغلی در لبنان: نقش واسطه ای خلاقیت
عنوان انگلیسی مقاله: Employee engagement and job performance in Lebanon: the mediating role of creativity
مجله/کنفرانس: مجله بین المللی بهره وری و مدیریت عملکرد - International Journal of Productivity and Performance Management
رشته های تحصیلی مرتبط: مدیریت
گرایش های تحصیلی مرتبط: مدیریت عملکرد، مدیریت منابع انسانی، مدیریت اجرایی، مدیریت سازمان های دولتی
کلمات کلیدی فارسی: عملکرد، خاورمیانه، خلاقیت، لبنان، مشارکت
کلمات کلیدی انگلیسی: Performance، Middle East، Creativity، Lebanon، Engagement
نوع نگارش مقاله: مقاله پژوهشی (Research Article)
نمایه: Scopus - Master journals
شناسه دیجیتال (DOI): https://doi.org/10.1108/IJPPM-02-2018-0052
دانشگاه: Lebanese American University, Byblos, Lebanon
ناشر: امرالد - Emeraldinsight
نوع ارائه مقاله: ژورنال
نوع مقاله: ISI
سال انتشار مقاله: 2019
ایمپکت فاکتور: 2/655 در سال 2018
شاخص H_index: 48 در سال 2019
شاخص SJR: 0/644 در سال 2018
شناسه ISSN: 1741-0401
شاخص Quartile (چارک): Q2 در سال 2018
فرمت مقاله انگلیسی: PDF
تعداد صفحات مقاله انگلیسی: 19
وضعیت ترجمه: ترجمه نشده است
قیمت مقاله انگلیسی: رایگان
آیا این مقاله بیس است: بله
آیا این مقاله مدل مفهومی دارد: دارد
آیا این مقاله پرسشنامه دارد: ندارد
آیا این مقاله متغیر دارد: دارد
کد محصول: E13137
رفرنس: دارای رفرنس در داخل متن و انتهای مقاله
فهرست انگلیسی مطالب

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

نمونه متن انگلیسی مقاله

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.

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