Get 20M+ Full-Text Papers For Less Than $1.50/day. Start a 14-Day Trial for You or Your Team.

Learn More →

Identification of drivers of employee engagement in Indian power companies

Identification of drivers of employee engagement in Indian power companies The purpose of this paper is to extend the scope of social exchange theory (SET) to explore employee engagement and test its application in the context of Indian power companies. The study also attempts to explore the antecedents of employee engagement. This study includes organizational culture and three trusts, that is co-worker trust, supervisor trust and organizational trust whose presence in the organization influences employee engagement.Design/methodology/approachThe study includes a sample of 812 executives who represent three major functions of the Indian power sector, that is power generation, power transmission and power distribution. The relationships between constructs are evaluated using structural equation modeling.FindingsThe findings of this study indicate that four resources in the organization influence employee engagement in different ways. Three constructs representing co-worker trust, supervisor trust and organizational trust partially mediate the relation between organizational culture and employee engagement. This study also compares the engagement levels of the employees from three power companies.Research limitations/implicationsThis study is focused on companies operating in only the government sector.Practical implicationsEnsuring engagement from employees for the critical power sector is expected to support the development of the HR practices in this sector. Identification of sector-specific resources is expected to aid both employees and policymakers from the organization.Social implicationsThis study assists the policy makers in the organization by showcasing the importance of organizational culture, interpersonal and organizational trusts and their impact on employee engagement.Originality/valueResource theory explains why certain resources in the workplace are exchanged for employee engagement. This study extends theories of engagement as well as SET and examines their application as employee engagement in the context of executives from Indian power companies. This understanding will aid the practitioners and researchers to further their understanding of employee engagement. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png International Journal of Productivity and Performance Management Emerald Publishing

Identification of drivers of employee engagement in Indian power companies

Download PDF
28 pages

Loading next page...
 
/lp/emerald-publishing/identification-of-drivers-of-employee-engagement-in-indian-power-KzHmUs370g
Publisher
Emerald Publishing
Copyright
© Emerald Publishing Limited
ISSN
1741-0401
DOI
10.1108/ijppm-08-2019-0414
Publisher site
See Article on Publisher Site

Abstract

The purpose of this paper is to extend the scope of social exchange theory (SET) to explore employee engagement and test its application in the context of Indian power companies. The study also attempts to explore the antecedents of employee engagement. This study includes organizational culture and three trusts, that is co-worker trust, supervisor trust and organizational trust whose presence in the organization influences employee engagement.Design/methodology/approachThe study includes a sample of 812 executives who represent three major functions of the Indian power sector, that is power generation, power transmission and power distribution. The relationships between constructs are evaluated using structural equation modeling.FindingsThe findings of this study indicate that four resources in the organization influence employee engagement in different ways. Three constructs representing co-worker trust, supervisor trust and organizational trust partially mediate the relation between organizational culture and employee engagement. This study also compares the engagement levels of the employees from three power companies.Research limitations/implicationsThis study is focused on companies operating in only the government sector.Practical implicationsEnsuring engagement from employees for the critical power sector is expected to support the development of the HR practices in this sector. Identification of sector-specific resources is expected to aid both employees and policymakers from the organization.Social implicationsThis study assists the policy makers in the organization by showcasing the importance of organizational culture, interpersonal and organizational trusts and their impact on employee engagement.Originality/valueResource theory explains why certain resources in the workplace are exchanged for employee engagement. This study extends theories of engagement as well as SET and examines their application as employee engagement in the context of executives from Indian power companies. This understanding will aid the practitioners and researchers to further their understanding of employee engagement.

Journal

International Journal of Productivity and Performance Management – Emerald Publishing

Published: Jun 25, 2021

Keywords: Employee engagement; Job resources; Organizational culture; Co-worker trust; Supervisor trust and organizational trust; Social exchange theory (SET); Job demands-resources (JD-R); Resource theory

References

  • Frontline employees' high-performance work practices, trust in supervisor, job-embeddedness and turnover intentions in hospitality industry
    Afsar, B.; Shahjehan, A.; Shah, S.I.
  • Linking justice, trust and innovative work behaviour to work engagement
    Agarwal, U.A.
  • Work engagement and the positive power of meaningful work
    Albrecht, S.L.
  • The relationship between line manager behavior, perceived HRM practices, and individual performance: examining the mediating role of engagement
    Alfes, K.; Truss, C.; Soane, E.C.; Rees, C.; Gatenby, M.
  • Competing through employee engagement: a proposed framework
    Al Mehrzi, N.; Singh, S.K.
  • Structural equation modelling in practice: a review and recommended two-step approach
    Anderson, J.C.; Gerbing, D.W.
  • Determinants of employee engagement and their impact on employee performance
    Anitha, J.
  • The multiplier effect: insights into how senior leaders drive employee engagement higher
    AonHewitt
  • Accounting for the influence of overall justice on job performance: integrating self-determination and social exchange theories
    Aryee, S.; Walumbwa, F.O.; Mondejar, R.; Chu, C.W.L.
  • The relationship between charismatic leadership, employee engagement and organizational citizenship behaviors
    Babcock-Roberson, M.E.; Strickland, O.J.
  • The meaning, antecedents and outcomes of employee engagement: a narrative synthesis
    Bailey, C.; Madden, A.; Alfes, K.; Fletcher, L.
  • An evidence-based model of employee engagement
    Bakker, A.B.
  • Work engagement: current trends
    Bakker, A.B.; Albrecht, S.
  • The job demands-resources model: state of the art
    Bakker, A.B.; Demerouti, E.
  • Job demands–resources theory: taking stock and looking forward
    Bakker, A.B.; Demerouti, E.
  • Burnout and employee engagement: the JD–R approach
    Bakker, A.B.; Demerouti, E.; Sanz-Vergel, I.
  • The impact of negotiated exchange on trust and trustworthiness
    Barrera, D.
  • What's love got to do with it? a longitudinal study of the culture of companionate love and employee and client outcomes in a long-term care setting
    Barsade, S.G.; O'Neill, O.A.
  • Effects of job resources factors on nurses job performance (mediating role of employee engagement)
    Bhatti, M.A.; Mat, N.; Juhari, A.S.
  • Strategic alignment with organizational priorities and employee engagement: a multi-wave analysis
    Biggs, A.; Brough, P.; Barbour, J.P.
  • Daily transactional and transformational leadership and daily employee engagement
    Breevaart, K.; Bakker, A.B.; Hetland, J.; Demerouti, E.; Olsen, O.K.; Espevik, R.
  • Workplace performance, worker commitment and loyalty
    Brown, S.; Mchardy, J.; McNabb, R.; Taylor, K.
  • Employee trust and workplace performance
    Brown, S.; Gray, D.; McHardy, J.; Taylor, K.
  • when-patient-experience-and-employee-engagement-both-improve-hospitals-ratings-and-profits-climb
    Buhlman, N.W.; Lee, T.H.
  • The struggle with employee engagement: measures and construct clarification using five samples
    Byrne, Z.S.; Peters, J.M.; Weston, J.W.
  • Five myths of employee engagement
    CEB Global
  • The relationship among organizational trust, multidimensional organizational commitment and perceived organizational support in educational organizations
    Celep, C.; ElerYilmazturk, O.
  • Is employee engagement just a reflection of personality?
    Chamorro-Premuzic, T.; Garrad, L.; Elzinga, D.
  • Exploring privacy and trust for employee monitoring
    Chang, S.E.; Liu, A.Y.; Lin, S.
  • Work engagement: a quantitative review and test of Its relations with task and contextual performance
    Christian, M.S.; Garza, A.S.; Slaughter, J.
  • Assessing the effects of organizational identification on in-role job performance and learning behavior: the mediating role of learning goal orientation
    Chughtai, A.A.; Buckley, F.
  • Employee engagement
    Chughtai, A.A.; Buckley, F.
  • Exploring the impact of trust on research scientists' work engagement
    Chughtai, A.A.; Buckley, F.
  • The differential value of resources in predicting employee engagement
    Cooper-Thomas, H.D.; Xu, J.; Saks, A.M.
  • The work engagement grid: predicting engagement from two core dimensions
    Costa, P.L.; Passos, A.M.; Arnold, B.; Bakker, A.B.
  • Exchange relationships: examining psychological contracts and perceived organizational support
    Coyle-Shapiro, J.A.M.; Conway, N.
  • Social exchange theory: an interdisciplinary review
    Cropanzano, R.; Mitchell, M.S.
  • Using social exchange theory to distinguish procedural from interactional justice
    Cropanzano, R.; Prehar, C.A.; Chen, P.Y.
  • Social exchange theory: a critical review with theoretical remedies
    Cropanzano, R.; Anthony, E.; Daniels, S.; Hall, A.
  • Trust, control, and risk in strategic alliances: an integrated framework
    Das, T.K.; Teng, B.S.
  • A new look at the psychological contract during organizational socialization: the role of newcomers' obligations at entry
    Delobbe, N.; Cooper‐Thomas, H.D.; De Hoe, R.
  • Supervisor trust building, leader-member exchange and organizational citizenship behavior
    Deluga, R.J.
  • The effects of interpersonal trust on work group performance
    Dirks, K.T.
  • Trust in leadership: meta-analytic findings and implications for research and practice
    Dirks, K.T.; Ferrin, D.L.
  • The relationship between being perceived as trustworthy by coworkers and individual performance
    Dirks, K.T.; Skarlicki, D.P.
  • The value of value congruence
    Edwards, J.R.; Cable, D.M.
  • The role of trust in organisational innovativeness
    Ellonen, R.; Blomqvist, K.; Puumalainen, K.
  • Social exchange theory
    Emerson, R.M.
  • Trust-culture leadership in local public administrators' work
    Fairholm, M.R.; Dzordzormenyoh, M.K.; Binda, G.A.
  • Interpersonal and economic resources
    Foa, U.G.
  • Evaluating structural equation models with unobservable variables and measurement error
    Fornell, C.; Larcker, D.G.
  • Psychological contract, engagement and employee discretionary behaviours: perspectives from Uganda
    Francis, K.F.
  • Q12 employee engagement center
    Gallup
  • The two sides of employee engagement
    Graber, S.
  • Does organizational inducement foster work engagement in hospitality industry? perspectives from a moderated mediation model
    Guan, X.; Yeh, S.S.; Chiang, T.Y.; Huan, T.C.
  • Burnout and employee engagement among teachers
    Hakanen, J.J.; Bakker, A.B.; Schaufeli, W.B.
  • The search-transfer problem: the role of weak ties in sharing knowledge across organization subunits
    Hansen, M.
  • Engaging hearts and minds: preparing for a changing world
  • Disentangling passion and engagement: an examination of how and when passionate employees become engaged ones
    Ho, V.T.; Astakhova, M.N.
  • Conservation of resource caravans and engaged settings
    Hobfoll, S.E.
  • Social behavior as exchange
    Homans, G.C.
  • Formulating clinical research hypotheses as structural equation models: a conceptual overview
    Hoyle, R.H.; Smith, G.T.
  • Marching to the beat of a different drummer: examining the impact of pacing congruence
    Jansen, K.J.; Kristof-Brown, A.L.
  • Psychological conditions of personal engagement and disengagement at work
    Kahn, W.A.
  • Impact of service climate and psychological capital on employee engagement: the role of organizational hierarchy
    Kang, H.J.; Busser, J.A.
  • Role of burnout in the relationship between job demands and job outcomes among Indian nurses
    Kar, S.; Suar, D.
  • Power Anomalies in Testing Mediation
    Kenny, D.A.; Judd, C.M.
  • Perceptions of trust and employees' attitudes: a look at Nigeria's agricultural extension workers
    Ladebo, O.J.
  • Building trust in public and nonprofit networks: personal, dyadic, and third-party influences
    Lambright, K.; Mischen, P.; Laramee, C.
  • The model of HRM-trust-commitment relationships
    Lewicka, D.; Krot, K.
  • Sticking out like a sore thumb: employee dissimilarity and deviance at work
    Liao, H.; Joshi, A.; Chuang, A.
  • Team-member exchange and employee engagement: does personality make a difference?
    Liao, F.-Y.; Yang, L.-Q.; Wang, M.; Drown, D.; Shi, J.
  • General ethical judgments, perceived organizational support, interactional justice, and workplace deviance
    Liu, N.-T.; Ding, C.G.
  • Abusive supervision and organizational citizenship behaviour: is supervisor–subordinate guanxi a mediator?
    Liu, X.Y.; Wang, J.
  • Integrating social exchange and affective explanations for the receipt of help and harm: a social network approach
    Lyons, B.J.; Scott, B.A.
  • Job resources and flow at work: modelling the relationship via latent growth curve and mixture model methodology
    Mäkikangas, A.; Bakker, A.B.; Aunola, K.; Demerouti, E.
  • What drives organisational engagement?
    Malinen, S.; Wright, S.; Cammock, P.
  • Integrating justice and social exchange: the differing effects of fair procedures and treatment on work relationships
    Masterson, S.S.; Lewis, K.; Goldman, B.M.; Taylor, M.S.
  • The psychological conditions of meaningfulness, safety and availability and the engagement of the human spirit at work
    May, D.R.; Gilson, R.L.; Harter, L.M.
  • Trust in management and performance: who minds the shop while the employees watch the boss?
    Mayer, R.C.; Gavin, M.B.
  • An integrative model of organizational trust
    Mayer, R.C.; Davis, J.H.; Schoorman, F.D.
  • Social identities and commitments at work: toward an integrative model
    Meyer, J.P.; Becker, T.E.; Van Dick, R.
  • Measuring trust in organizational research: review and recommendations
    McEvily, B.; Tortoriello, M.
  • A context-specific model of organizational trust
    McLeary, C.N.; Cruise, P.A.
  • The impact of organizational culture and leadership performance on PR professionals' job satisfaction: testing the joint mediating effects of engagement and trust
    Meng, J.; Berger, B.K.
  • Theoretical comparisons of forms of exchange
    Molm, L.D.
  • In the eye of the beholder: procedural justice in social exchange
    Molm, L.D.; Takahashi, N.; Peterson, G.
  • Influences of organizational culture characteristics on job attitudes of organizational members in semiconductor industry
    Nam, Y.; Kim, H.
  • The strength of strong ties: social networks and intergroup conflict in organizations
    Nelson, R.
  • Exploratory study: determine which dimensions enhance the levels of employee engagement to improve organisational effectiveness
    Nienaber, H.; Martins, N.
  • Building organizational trust in a low-trust societal context
    Novelskaitė, A.L.A.
  • Power, trust and institutional constraints: individual level evidence
    Oskarsson, S.; Svensson, T.; Oberg, P.
  • How employees define organisational trust: analyzing employee trust in organization
    Ozmen, Y.S.
  • Trust management: literature review
    Paliszkiewicz, J.O.
  • Employee engagement, positive organizational culture and individual adaptability
    Parent, J.D.; Lovelace, K.J.
  • Insufficient bureaucracy: trust and commitment in particularistic organizations
    Pearce, J.; Branyiczki, I.; Bigley, G.A.
  • Transformational leader behaviors and their effects on followers' trust in leader, satisfaction, and organizational citizenship behaviors
    Podsakoff, P.M.; MacKenzie, S.B.; Moorman, R.H.; Fetter, R.
  • The 5 conversations that really matter in business: transforming trust, engagement and performance at work
    Purse, N.
  • Multiple constituencies of trust: a study of the Oman military
    Redman, T.; Dietz, G.; Snape, E.; van der Borg, W.
  • Employee voice and engagement. Connection and consequences
    Rees, C.; Alfes, K.; Gatenby, M.
  • From motivation to activation: why engaged workers are better performers
    Reijseger, G.; Peeters, M.C.; Taris, T.W.; Schaufeli, W.B.
  • Job engagement: antecedents and effects on job performance
    Rich, B.L.; LePine, J.A.; Crawford, E.R.
  • What is trust? a multidisciplinary review, critique, and synthesis
    Robbins, B.G.
  • A new scale for the measurement of interpersonal trust
    Rotter, J.B.
  • The organizational culture in public and private institutions
    Rus, M.; Rusu, R.O.
  • Antecedents and consequences of employee engagement
    Saks, A.M.
  • Job demands, job resources and their relationship with burnout and engagement: a multi-sample study
    Schaufeli, W.B.; Bakker, A.B.
  • The structure of interpersonal trust in the workplace
    Schindler, P.L.; Thomas, C.C.
  • Organizational transparency: a new perspective on managing trust in organization-stakeholder relationships
    Schnackenberg, A.K.; Tomlinson, E.C.
  • Editor's forum –an integrative model of organizational trust: past, present and future
    Schoorman, F.D.; Mayer, R.C.; Davis, J.H.
  • HRM in healthcare: the role of employee engagement
    Shantz, A.; Alfes, K.; Arevshatian, L.
  • Perceived organizational support as a mediator between relational exchange and organizational identification
    Sluss, D.M.; Klimchak, M.; Holmes, J.J.
  • Perceived organizational support and work engagement of employees with children with disabilities
    Stefanidis, A.; Strogilos, V.
  • Customer service providers' attitudes relating to customer service and customer satisfaction in the customer-server exchange
    Susskind, A.M.; Kacmar, K.M.; Borchgrevink, C.P.
  • Do transformational leaders enhance their followers' daily employee engagement?
    Tims, M.; Bakker, A.B.; Xanthopoulou, D.
  • Teams make it work: how team employee engagement mediates between social resources and performance in teams
    Torrente, P.; Salanova, M.; Llorens, S.; Schaufeli, W.B.
  • Empowering leaders optimize working conditions for engagement: a multilevel study
    Tuckey, M.R.; Bakker, A.B.; Dollard, M.F.
  • The impact of downsizing on trust and employee practices in high tech firms: a longitudinal analysis
    Tzafrir, S.S.; Eitam-Meilik, M.
  • Linking organizational trust with employee engagement: the role of psychological empowerment
    Ugwu, F.O.; Onyishi, I.E.; Rodríguez-Sánchez, A.M.
  • Antecedents of trust across foci: a comparative study of Turkey and China
    Wasti, S.A.; Tan, H.H.; Erdil, S.E.
  • Perceived organizational support and leader- member exchange: a social exchange perspective
    Wayne, S.J.; Shore, L.M.; Liden, R.C.
  • Social value creation in inter-organizational collaborations in the not-for-profit sector-give and take from a dyadic perspective
    Weber, C.; Weidner, K.; Kroeger, A.; Wallace, J.
  • Structural equation modeling in management research: a guide for improved analysis
    Williams, L.J.; Vandenberg, R.J.; Edwards
  • Willis towers watson employee engagement software
  • Antecedents and outcomes of employees' trust in Chinese joint ventures
    Wong, Y.T.; Ngo, H.Y.; Wong, C.S.
  • Need for cognition as an antecedent of individual innovation behavior
    Wu, C.-H.; Parker, S.K.; De Jong, J.P.J.
  • Employee trust in supervisors and affective commitment: the moderating role of authentic leadership
    Xiong, K.; Lin, W.; Li, J.C.; Wang, L.
  • How can leaders achieve high employee engagement?
    Xu, J.; Cooper Thomas, H.
  • Relationship between the leadership behaviors, organizational trust and organizational justice
    Yilmaz, K.; Altinkurt, Y.
  • The role of trust, commitment, and learning orientation on logistic service effectiveness
    Yuan, Y.; Feng, B.; Lai, F.; Collins, B.J.
  • How managers drive results and employee engagement at the same time
    Zenger, J.; Folkman, J.
  • Organizational resources, organizational engagement climate, and employee engagement
    Simon Albrecht, S.; Breidahl, E.; Marty, A.