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IntroductionThere is substantial evidence that contact with nature is related to positive health and well-being outcomes, but extensions of this research to work-related outcomes is sparse. Some organizations are redesigning workspaces to incorporate nature and adopting nature-related policies, warranting a need for empirical studies that test the influence of nature on employee outcomes.MethodsThe present mixed-methods study tests and extends the biophilic work design model to examine associations among the built and natural environment at work and home, experiences of time spent outside (i.e., amount of time outside, enjoyment of time outside, outdoor activities), and motivational work outcomes (i.e., job engagement and creativity). Objective geographic data were combined with quantitative and qualitative survey responses from working adults (N = 803).ResultsOur results broadly indicate that individuals who work and live in areas with greater natural amenities (i.e., access to water, topographic variation, temperate climates) spend more time outside and enjoy time outside to a greater degree, and these experiences are in turn associated with greater engagement and creativity at work. We did not find evidence that the surrounding built environment (i.e., urbanity) at work or home was associated with outdoor experiences or work-related outcomes. Additionally, six categories of outdoor activities were identified in the qualitative analyses – leisure activities, relaxation, physical activities, social interactions, tasks and errands, and travel.DiscussionThe findings from this study provide evidence that the natural environment, particularly at home, can benefit work-related outcomes via greater time and enjoyment of time outside. This study has implications for employee time use and organizational effectiveness.

BackgroundThe goal of decent work (DW) is a win-win situation for both employees and employers. It promotes an individual’s employability and enhances the competitiveness of the organization.DesignBased on the conservation of resources theory (COR), this paper conducted survey on knowledge workers and analyzed the data by hierarchical linear model (HLM).Research purposesThis paper aims to examine how decent work perception (DWP) influences employee innovation behavior through the mediating effect of job engagement and burnout and the moderating effect of authoritarian leadership.FindingsBased on the results of statistical analyses conducted on 489 valid knowledge workers, it was demonstrated that DWP positively influence employee innovative behavior. Job engagement has a full mediating effect on the relationship between DWP and employee innovative behavior. The study did not support the mediating effect of job burnout, however. There is a positive moderating effect of authoritarian leadership on the relationship between DWP and job engagement and a negative moderating effect on the relationship between DWP and job burnout.ImplicationsIn addition to contributing to theoretical studies on DW and work behavior, this paper also contributes to practice on employee motivation and leadership.

Classic job design theory has evolved over a long period. It focuses on employees' ability to autonomously modify their job characteristics; however, tools for assessing the dimensions of job crafting remain limited. The goal of this study is to determine how job engagement, job crafting, and meaningfulness of work are related. The partial least squares (PLS) 3.0 analysis tool was used in the path analysis. Data were obtained through an online questionnaire using the Job Crafting Questionnaire, the Dutch Utrecht Work Engagement Scale, and the MLQ Questionnaire. The purposive sampling technique was used to identify 204 respondents working in private and public companies. The results demonstrate that in Indonesia and India, task crafting, and cognitive crafting have a positive and significant relationship with the meaningfulness of work. In turn, this mediates the influence of relational crafting on job engagement for Indonesian subjects (β= 0.111, sig= .019) but not for Indian ones (β = 0.054, sig = .455). It is hoped that the study will contribute to the implementation of programs for human resource development related to job crafting design to improve performance effectiveness.

Despite the increased use of seasonal employees by organizations, few studies have been completed on the attitudes and service quality of seasonal office workers. Using Lautsch's classification model, we analyzed the organizational context in which the standard and seasonal workers in this study were employed. Hypotheses were developed based upon the organizational analysis and social exchange theory. Results from archival data obtained from a web‐based organizational survey of 205 clerical and professional workers indicated contrary to expectations, standard and seasonal employees did not significantly differ in terms of perceptions of overall job conditions, perceived organizational support (POS), or job engagement. However, seasonal employees did report significantly fewer opportunities to work on challenging tasks, less comfortable physical working conditions, and less job security than the standard workers. As predicted, standard employees reported significantly higher levels of service quality performance than seasonal employees. Additionally, job engagement mediated the relationship between POS and service quality for both the standard and seasonal employees. Implications for managing seasonal employees are discussed. [ABSTRACT FROM AUTHOR]

All countries in the world are currently trying to implement educational reform, which increases the additional workload of teachers. It is more important to discuss how to inspire teachers’ enthusiasm for educational reform from the perspective of organizational support (OS). Previous research on OS was limited to perceived organizational support (POS), but in recent years group-level OS has been considered the most promising. There is no study comparing POS and group-level OS in education, and therefore this study explored the relationships between OS, job engagement (JE) and organizational citizenship behavior (OCB) in an educational context. In particular, OS was examined at the individual-level (POS) and the aggregated group-level (school organizational support, SOS). Analysis was performed using structural equation modeling (SEM) at both single and multiple levels. SEM results showed direct and positive relationships of individual-level POS with both JE and OCB. Moreover, JE is directly and positively related to OCB and plays the partial mediating role of the indirect and positive impact of POS on OCB. Multilevel structural equation modeling (MSEM) analysis revealed direct and positive relationships of SOS with teachers’ JE, which was directly and positively related to their OCB. While SOS had no significant positive relationship with OCB, it did have a positive impact on OCB through the mediation of JE. Comparison between SEM and MSEM results revealed the change in effect of OS on OCB from significant to insignificant, thus implying full mediation effect of JE when SOS is considered.

The present research aimed to examine the mediating role of organizational trust between perceived organizational justice (i.e., distributive justice, procedural justice, and interactional justice) and employee engagement (i.e., job engagement and organizational engagement). The data was collected from 251 employees of different organizations who filled in standardized measures of perceived organizational justice, organizational trust, and employee engagement. Using AMOS 26, path analysis was conducted to see the mediational role of organizational trust between organizational justice and employee engagement. The analyses indicated significant indirect effects of all three dimensions of organizational justice on job engagement as well as on organizational engagement through organizational trust. However, the strength of the indirect paths of all three dimensions of organizational justice for job engagement was relatively weak. These findings supported the expected mediational role of organizational trust between organizational justice and employee engagement. The findings implicate that justice-based dealings of organizations with their employees can build up their trust in the organizations which may improve their job engagement and organizational engagement.

Nurses’ turnover intention has become a concern for medical institutions because nurses are more needed than ever under the prevalence of COVID-19. This research sought to investigate the effects of the four dimensions of organizational justice on COVID-19 frontline nurses’ turnover intention through the mediating role of job engagement. We also tested the extent to which perceived job alternatives could moderate the relationship between job engagement and turnover intention. This descriptive cross-sectional study used an online survey to collect data from 650 frontline nurses working in appointed hospitals in Jiangsu province, China. Hierarchical regression was used to analyze the hypothesized relationships. Findings revealed that all organizational justice components significantly influenced job engagement and turnover intention. Job engagement also significantly affected nurses’ turnover intention and mediated the relationships between organizational justice components and turnover intention. Besides, perceived job alternatives moderated the relationships between job engagement and turnover intention. The implications of this study include demonstrating that healthcare authorities should respect human rights through effective organizational justice as this approach could encourage nurses to appreciate their job and be more devoted to staying and achieving their institutional duties, especially under challenging circumstances.

Evidence suggests that perceived school culture is the most powerful predictor of teachers’ work performance. However, studies to date have paid little attention to the potential mechanisms behind this association. On the basis of the job demands–resources (JD–R) model, the present study explored the mediating role of affective empathy and the moderating role of job tenure in the association between perceived school culture and teachers’ work engagement. 647 primary and secondary school teachers completed questionnaires measuring perceived school culture, affective empathy, and work engagement. After gender and educational level were included as covariates, the results showed that perceived school culture positively correlated with teachers’ work engagement, and more importantly, this association was partially mediated by affective empathy. In addition, job tenure significantly moderated the direct association between perceived school culture and work engagement. Specifically, there was a stronger association between perceived school culture and work engagement for teachers with shorter job tenure than those with longer job tenure. The findings suggested the direct effect of perceived school culture on work engagement, and the indirect effect of perceived school culture on work engagement through the mediating role of affective empathy. These findings enrich our understanding of how perceived school culture associates with work engagement, and highlight the moderating role of job tenure in the direct association between perceived school culture and work engagement.

Mindfulness, defined in terms of greater attention and awareness concerning present experience, seems to have a number of psychological benefits, but very little of this research has focused on possible benefits within the workplace. Even so, mindfulness appears to buffer against stress and negative affect, which often predispose employees to deviant behaviors. Conversely, mindful employees may be more engaged with their jobs, which could support organizational citizenship. Two studies (total N = 418) pursued these ideas. In Study 1, part-time employees who were higher in dispositional mindfulness were less prone to job negative affect, which in turn predicted lower levels of workplace deviance. In Study 2, more mindful full-time employees were more engaged, and less stressed, and these variables mediated a portion of the relationship between mindfulness and organizational citizenship. Collectively, the two studies link mindfulness to both traditional forms of voluntary work behavior while highlighting mediational pathways.

In China, social workers face great at-work stress, job burnout and turnover. Determining how to prevent and alleviate their job burnout and improve their work enthusiasm and engagement has become urgent. Using the affective events theory and challenge stressor-hindrance stressor framework, this study explored the impacts of different types of stressors on job engagement and its associated mechanisms and then examined the protective roles of positive emotion and career resilience. A total of 430 social workers in Beijing were investigated. The unique and combined contribution of the stress components to job engagement has been examined. The results showed that both challenge stressors and hindrance stressors had significantly negative impacts on social workers' work engagement and positive emotion, and positive emotion had a significant positive influence on work engagement. Positive emotion fully mediated the negative relationship between challenge stressors and work engagement, and partially mediated the negative relationship between hindrance stressors and work engagement. Furthermore, career resilience can buffer the negative influence of challenge stressors on positive emotion. [ABSTRACT FROM AUTHOR]

Big data era has brought big challenge for firms in human resource management, especially in employees‘ emotion. Drawing on emotion regulation and leadership theories, this study tests the mediating roles of emotion regulation for cognitive reappraisal and expressive suppression in the relationship between spiritual leadership and job engagement. We made a field survey with 203 full-time employees to test our hypotheses. Empirical results show that the mediating effects of both cognitive reappraisal and expressive suppression in accounting for the relationship between spiritual leadership and job engagement. Our study is among the first to examine whether and why spiritual leadership predicts job engagement. Our study contributes to the literatures on job engagement and emotion regulation.

This study aimed to investigate the role of proactive personality on job engagement by mediating work meaning. Therefore, by relative cluster random sampling, 270 nurses working in Rafsanjan University of Medical Sciences in 2019 were selected. Proactive Personality, Utrecht Work Engagement and Meaning of Work Scales were used to collect data. Data were analyzed using structural equation modeling. Findings confirmed the research model's good fitness of the research model. Also, they showed that proactive personality and meaning of work have a positive and significant effect on employees' job engagement. It can also be argued that the meaning of work has played a relative mediating role in the relationship between proactive personality and job engagement in the study population. Therefore, selecting nurses with proactive personality can enhance their experiences from the meaning of their work and ultimately increase their job engagement.

Using a panel of 324 Chinese employees in public sectors, this paper examines the work engagement of employees in moonlighting with the proxy of boundaryless career orientations. We divided work engagement into job engagement and organizational engagement and test their relation to boundaryless career orientations. The results demonstrate that boundaryless career orientations are positively related to job engagement via the mediating effects of role conflicts, and negatively related to organizational engagement through the mediating effects of the relational psychological contracts. Moreover, organizational climate for openness moderates the negative correlation between boundaryless career orientations and role conflicts. There is no significant evidence provided for a moderating effect of organizational climate for openness between boundaryless career orientations and relational psychological contracts.

Humans can find personal significance through work, and so work can be considered as the foundation and center of human life. Therefore, the purpose of the present study is to investigate how the personal and organizational spirituality of nurses can improve the perception of meaningful work and job engagement. The statistical population of the study consisted of all nurses working in Rafsanjan University of Medical Sciences in 2019, which 270 of them were selected applying cluster random sampling. The research instruments included individual spirituality questionnaire, organizational spirituality questionnaire, utrecht work engagement questionnaire and meaning of work questionnaire. Data was analyzed using Lisrel 8.8 software and by structural equation modeling approach.Findings indicate that although individual spirituality does not enhance nurses' experiences of meaningful work, this construct (Z=.29, T= 4.05), together with organizational spirituality (Z=.31, T= 4.27), can be considered as antecedents of job engagement. Finally, the evidence confirms the relative mediating role of meaning of work in the relationship between organizational spirituality with job engagement in the study population (= 5.09, T 1.96). According to the findings of this study, if managers of health centers seek to enhance the meaning of work experience and job engagement as a result of it in their nursing staff, they should first focus on spiritual orientation in organizational culture and then on improving the spiritual health of their staff.

This paper aims at shedding light on the effects that intrinsic and extrinsic motivation, as predictors, have on heavy work investment of time and effort and on job engagement. Using a questionnaire survey, this study conducted a moderated-moderation analysis, considering two conditional effects—worker’s status (working students vs. non-student employees) and country (Israel vs. Japan)—as potential moderators, since there are clear cultural differences between these countries. Data were gathered from 242 Israeli and 171 Japanese participants. The analyses revealed that worker’s status moderates the effects of intrinsic and extrinsic motivation on heavy work investment of time and effort and on job engagement and that the moderating effects were conditioned by country differences. Theoretical and practical implications and future research suggestions are discussed.

Drawing from conservation of resources theory, we contend that motivation (job engagement) fully mediates the relationships between hope and human capital (antecedents) and task performance. We also propose that job engagement provides an interesting explanation for organizational citizenship behaviours (OCBs) that differs from the explanation provided by human capital. Using triad data collected from 170 employees, their supervisors, and their peers at 15 different business organizations in Turkey across four waves, we find that the associations of hope and human capital with task performance occur through job engagement. Interestingly, one path (human capital–job engagement–task performance–OCBs) provides a chain of positive associations that can explain OCBs, whereas another path (human capital–OCBs) has a direct, negative association with OCBs. The results suggest that the motivational value of job engagement leads to improvement in the task performance and OCBs of individuals who are full of hope and have high human capital. Practitioner points: Practising managers should invest in hiring, training, and retaining individuals with high levels of hope and human capital to enhance job engagement in the workplace because such individuals conserve their resources to engage in their job.Job engagement in role A (task) contributes to role B (OCBs) because high accomplishment in task performance generates positive emotions, which lead to high achievement in OCBs. Therefore, practising managers should allow their subordinates to allocate their resources to addressing their multiple roles in the order of the importance that they assign to these roles because employees' resources, energy, time, and attentional capacities are limited. [ABSTRACT FROM AUTHOR]

Regarding the effects of High-Performance Work Systems (HPWS), we can draw two conclusions. First, existing studies on the effects of HPWS on employees’ well-being at work are scarce. Second, few studies have considered the relationships between HPWS and work-to-family interface (i.e., work-to-family enrichment, WFE; and work-to-family conflict, WFC). Only one previous study conducted on a Portuguese sample (i.e., Carvalho & Chambel, 2016) has examined the relationships between these concepts in a comprehensive model. Our study aims to replicate one part of Carvalho and Chambel’s model but also to extend previous work. We investigated a model of HPWS-employees’ well-being at work (i.e., job engagement and job strain) relationships by considering work-to-family interface as a mediator. We surveyed 170 employees of a Belgian company. Data were analysed using structural equation modelling and bootstrapping method. WFE partially mediates the relationships between HPWS and job engagement, whereas WFC partially mediates the relationships between HPWS and job strain. Our study, confirming the results of Carvalho and Chambel (2016), highlights the important role of HPWS in the development of employees’ well-being at work. Working in an organization where HPWS are applied leads employees to perceive more enrichment and less conflict between their work and family lives, making them more engaged in and less stressed by their work.

Every employer has different work time period. It will determine and will show how good an employer job engagement in their work. The one that owned a job engagement can be seen in some factors such as comprehending vision and mission of the company, having some new brilliant ideas, focusing on work and always giving the best to the company. The aim of this research is to find the answer about “Is there any correlation between tenure and job engagement?” this research done to 399 employers of PT. Aneka Tambang Pomalaa which located in Kolaka, Sulawesi Tenggara. Collecting data done by using UWES (Utrechtn Work Engagement Scale). The result analysis of the research counted by using Product Moment Correlation which supported by SPPS program for windows.The coefficient of the result between the two variables is 0,065 which significance importance results 0,000 (p