Peer-Reviewed Open Access Journal

DIAS Technology Review

The Institute has a unique distinction of publishing a bi-annual International journal DIAS Technology Review – The International Journal for Business and IT. The Editorial Board comprises of...

ISSN: 2231-2498 Quarterly English Since 2011
Current Issue

Vol. 17 No. 1 (2020)

Articles 33th Edition of DTR Apr 2020 – Sep 2020

Study of Employee Engagement in Manufacturing Sector in NCR in Selected Industries

Authors
Professor, Delhi Institute of Advanced Studies, Delhi, India Assistant Professor, Delhi Institute of Advanced Studies, Delhi, India Assistant Professor, Delhi Institute of Advanced Studies, Delhi, India
1 Views
0 Downloads
Published 2020-04-30
Pages 26-41
Abstract

Academicians have observed that employee engagement is an important determinant for long-term success of a business organization. Despite the significant academic interest in empowerment, organizational climate, self-efficacy and employee engagement, there is a relative shortage of academic literature examining the impacts of empowerment, organizational climate, and self-efficacy on employee engagement in the Indian context. In this context, current study strived to render deep insights into the relationships among these constructs in Indian context in Manufacturing Companies. The main objective of the research was to study empowerment, organizational climate and self-efficacy as predictors of employee engagement across Manufacturing Sector in an integrated model. Population for this study consisted of employees working in Manufacturing Sector in National Capital Region of India. The National Capital Region of India comprises of Delhi, Gurgaon, Noida, Greater Noida, and Ghaziabad. It was established through this descriptive research study that psychological empowerment derived through feeling of meaningfulness of work and feeling of creating impact on work lead to Employee Engagement. The other influential factor which leads to employee engagement is Leadership Empowerment of employees.

Keywords
employee engagement, empowerment organizational climate self- efficacy psychological empowerment leadership empowerment
References
  1. i. Amundsen, S., & Martinsen, Ø. L. (2015). Linking empowering leadership to job satisfaction, work effort, and creativity: The role of self-leadership and psychological empowerment. Journal of Leadership & Organizational Studies, 22(3), 304–323.
  2. ii. Bakker, A. B., & Demerouti, E. (2007). The job demands-resources model: State of the art. Journal of Managerial Psychology, 22(3), 309–328.
  3. iii. Bakker, A. B., Schaufeli, W. B., Leiter, M. P., & Taris, T. W. (2008). Work engagement: An emerging concept in occupational health psychology. Work & Stress, 22, 187–200.
  4. iv. Bandura, A. (1982). Self-efficacy in human agency. American Psychologist, 37(2), 122–147.
  5. v. Bandura, A., & Cervone, D. (1986). Differential engagement of self-reactive influences in cognitive motivation. Organizational Behavior and Human Decision Processes, 38, 92–113.
  6. vi. Bandura, A. (1997). The anatomy of stages of change. American Journal of Health Promotion, 12(1), 8.
  7. vii. Bandura, A. (2000). Exercise of human agency through collective efficacy. Current Directions in Psychological Science, 75–78.
  8. viii. Bandura, A., & Locke, E. A. (2003). Negative self-efficacy and goal effects revisited. Journal of Applied Psychology, 88(1), 87.
  9. ix. Brown, S. P., & Leigh, T. W. (1996). A new look at psychological climate and its relationship to job involvement, effort, and performance. Journal of Applied Psychology, 81(4), 358–368.
  10. x. Burke, W. (1986). Leadership as empowering others.
  11. xi. Chaudhary, R., Rangnekar, S., & Barua, M. K. (2012). HRD climate, occupational self-efficacy and work engagement: A study from India. The Psychologist-Manager Journal, 15(2), 86–105.
  12. xii. Conger, J., & Kanungo, R. (1988). The empowerment process: Integrating theory and practice. Academy of Management Review, 13(3), 639–652.
  13. xiii. Csikszentmihalyi, M. (2000). Beyond boredom and anxiety.
  14. xiv. Gilson, C., & James, L. R. (2002). The cross-level effects of culture and climate in human service teams. Journal of Organizational Behavior, 23, 767–794.
  15. xv. Guzzo, R., & Noonan, K. (1994). Human resource practices as communications and the psychological contract. Human Resource Management, 33, 447–462.
  16. xvi. Harju, L. K., Hakanen, J. J., & Schaufeli, W. B. (2016). Can job crafting reduce job boredom and increase work engagement? Journal of Vocational Behavior, 95, 11–20.
  17. xvii. Hewitt Associates (2004). Engaged employees drive improved business performance.
  18. xviii. James, L. R., James, L. A., & Ashe, D. K. (1990). The meaning of organizations.
  19. xix. Johnson, P. R. (1994). Keys to empowerment and self-directed leadership. Journal of Managerial Psychology, 9(2), 17–21.
  20. xx. Judge, T. A., Van Vianen, A. E. M., & De Pater, I. E. (2004). Emotional stability and job outcomes. Human Performance, 17, 327–347.
  21. xxi. Kahn, W. A. (1990). Psychological conditions of personal engagement. Academy of Management Journal, 33(4), 692–724.
  22. xxii. Kahn, W. A. (1992). Psychological presence at work. Human Relations, 45(4), 321–349.
  23. xxiii. Konczak, L. J., Stelly, D. J., & Trusty, M. L. (2000). Measuring empowering leadership. Educational and Psychological Measurement, 60(2), 301–313.
  24. xxiv. Ladyshewsky, R. K., & Taplin, R. (2018). Organisational learning and work engagement.
  25. xxv. Litwin, G. H., & Stringer, R. A. (1968). Motivation and organizational climate.
  26. xxvi. Locke, E. A. (1969). What is job satisfaction? Organizational Behavior and Human Performance, 4, 309–336.
  27. xxvii. Luthans, F., & Peterson, S. J. (2002). Employee engagement and manager self-efficacy. Journal of Management Development, 21(5), 376–387.
  28. xxviii. Macey, W. H., & Schneider, B. (2008). The meaning of employee engagement. Industrial and Organizational Psychology, 1(1), 3–30.
  29. xxix. Maslach, C., Schaufeli, W. B., & Leiter, M. P. (2001). Job burnout. Annual Review of Psychology, 52, 397–422.
  30. xxx. May, D. R., Gilson, R. L., & Harter, L. M. (2004). Psychological conditions of engagement. Journal of Occupational and Organizational Psychology, 77(1), 11–37.
  31. xxxi. Megbeke, D. M. (2007). Employee empowerment and administrative efficacy.
  32. xxxii. Onyishi, I. E., Ugwu, F. O., & Ogbonne, I. P. (2012). Psychological empowerment and change behaviour.
  33. xxxiii. Pati, S. P. R., & Kumar, P. (2010). Employee engagement and self-efficacy.
  34. xxxiv. Quiñones, M., Van den Broeck, A., & De Witte, H. (2013). Job resources and engagement via empowerment.
  35. xxxv. Rayan, A., Sebaie, A., & Ahmed, N. (2018). Empowering leadership and engagement.
  36. xxxvi. Rich, B. L., Lepine, J. A., & Crawford, E. R. (2010). Job engagement: antecedents and effects. Academy of Management Journal, 53(3), 617–635.
  37. xxxvii. Rietveld, T., & Van Hout, R. (1993). Statistical techniques for language study.
  38. xxxviii. Robinson, D., Perryman, S., & Hayday, S. (2004). Drivers of employee engagement.
  39. xxxix. Ryan, R. M., & Deci, E. L. (2001). Human potentials and well-being. Annual Review of Psychology, 52, 141–166.
  40. xl. Saad, Z. M., Sudin, S., & Shamsuddin, N. (2018). Leadership style and employee engagement.
✓ Citation copied to clipboard