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Development climate and work engagement: a multilevel study

Development climate and work engagement: a multilevel study <jats:sec> <jats:title content-type="abstract-subheading">Purpose</jats:title> <jats:p>The purpose of this paper is to examine the relative impact of psychological HRD climate and HRD climate quality on work engagement. In addition, the paper attempts to examine the boundary conditions of the proposed relationship by proposing and testing HRD climate strength as the moderator of the relationship between psychological HRD climate, HRD climate quality and work engagement.</jats:p> </jats:sec> <jats:sec> <jats:title content-type="abstract-subheading">Design/methodology/approach</jats:title> <jats:p>Data were collected from a total of 375 business executives from select business organizations in India using standardized measurement instruments. As the present study involved variables at different levels of analysis, hierarchical linear modeling (HLM) approach was utilized for the purpose of data analyses.</jats:p> </jats:sec> <jats:sec> <jats:title content-type="abstract-subheading">Findings</jats:title> <jats:p>The results of HLM revealed that the shared employee perception of development climate accounted for significant percentage of between person variance in work engagement above and beyond individual climate perceptions. HRD climate strength was found to moderate the psychological HRD climate and work engagement relationship but the interaction of HRD climate strength with HRD climate quality did not add further to the understanding of work engagement process.</jats:p> </jats:sec> <jats:sec> <jats:title content-type="abstract-subheading">Practical implications</jats:title> <jats:p>The findings of the present research imply that creating a climate of human resource development is a compelling intervention, which could provide competitive advantage to the firm in terms of enhanced work engagement levels among employees.</jats:p> </jats:sec> <jats:sec> <jats:title content-type="abstract-subheading">Originality/value</jats:title> <jats:p>The study established the importance of social system or social interaction climate in its own right by demonstrating its unique effects on individual attitudes over individuals’ idiosyncratic perceptions.</jats:p> </jats:sec> http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Evidence-based HRM: a Global Forum for Empirical Scholarship CrossRef

Development climate and work engagement: a multilevel study

Evidence-based HRM: a Global Forum for Empirical Scholarship , Volume 5 (2): 166-182 – Aug 7, 2017

Development climate and work engagement: a multilevel study


Abstract

<jats:sec>
<jats:title content-type="abstract-subheading">Purpose</jats:title>
<jats:p>The purpose of this paper is to examine the relative impact of psychological HRD climate and HRD climate quality on work engagement. In addition, the paper attempts to examine the boundary conditions of the proposed relationship by proposing and testing HRD climate strength as the moderator of the relationship between psychological HRD climate, HRD climate quality and work engagement.</jats:p>
</jats:sec>
<jats:sec>
<jats:title content-type="abstract-subheading">Design/methodology/approach</jats:title>
<jats:p>Data were collected from a total of 375 business executives from select business organizations in India using standardized measurement instruments. As the present study involved variables at different levels of analysis, hierarchical linear modeling (HLM) approach was utilized for the purpose of data analyses.</jats:p>
</jats:sec>
<jats:sec>
<jats:title content-type="abstract-subheading">Findings</jats:title>
<jats:p>The results of HLM revealed that the shared employee perception of development climate accounted for significant percentage of between person variance in work engagement above and beyond individual climate perceptions. HRD climate strength was found to moderate the psychological HRD climate and work engagement relationship but the interaction of HRD climate strength with HRD climate quality did not add further to the understanding of work engagement process.</jats:p>
</jats:sec>
<jats:sec>
<jats:title content-type="abstract-subheading">Practical implications</jats:title>
<jats:p>The findings of the present research imply that creating a climate of human resource development is a compelling intervention, which could provide competitive advantage to the firm in terms of enhanced work engagement levels among employees.</jats:p>
</jats:sec>
<jats:sec>
<jats:title content-type="abstract-subheading">Originality/value</jats:title>
<jats:p>The study established the importance of social system or social interaction climate in its own right by demonstrating its unique effects on individual attitudes over individuals’ idiosyncratic perceptions.</jats:p>
</jats:sec>

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/lp/crossref/development-climate-and-work-engagement-a-multilevel-study-QfaPGtlB6d
Publisher
CrossRef
ISSN
2049-3983
DOI
10.1108/ebhrm-01-2016-0001
Publisher site
See Article on Publisher Site

Abstract

<jats:sec> <jats:title content-type="abstract-subheading">Purpose</jats:title> <jats:p>The purpose of this paper is to examine the relative impact of psychological HRD climate and HRD climate quality on work engagement. In addition, the paper attempts to examine the boundary conditions of the proposed relationship by proposing and testing HRD climate strength as the moderator of the relationship between psychological HRD climate, HRD climate quality and work engagement.</jats:p> </jats:sec> <jats:sec> <jats:title content-type="abstract-subheading">Design/methodology/approach</jats:title> <jats:p>Data were collected from a total of 375 business executives from select business organizations in India using standardized measurement instruments. As the present study involved variables at different levels of analysis, hierarchical linear modeling (HLM) approach was utilized for the purpose of data analyses.</jats:p> </jats:sec> <jats:sec> <jats:title content-type="abstract-subheading">Findings</jats:title> <jats:p>The results of HLM revealed that the shared employee perception of development climate accounted for significant percentage of between person variance in work engagement above and beyond individual climate perceptions. HRD climate strength was found to moderate the psychological HRD climate and work engagement relationship but the interaction of HRD climate strength with HRD climate quality did not add further to the understanding of work engagement process.</jats:p> </jats:sec> <jats:sec> <jats:title content-type="abstract-subheading">Practical implications</jats:title> <jats:p>The findings of the present research imply that creating a climate of human resource development is a compelling intervention, which could provide competitive advantage to the firm in terms of enhanced work engagement levels among employees.</jats:p> </jats:sec> <jats:sec> <jats:title content-type="abstract-subheading">Originality/value</jats:title> <jats:p>The study established the importance of social system or social interaction climate in its own right by demonstrating its unique effects on individual attitudes over individuals’ idiosyncratic perceptions.</jats:p> </jats:sec>

Journal

Evidence-based HRM: a Global Forum for Empirical ScholarshipCrossRef

Published: Aug 7, 2017

References