Download files
Abstract
Extant research on work engagement has exclusively focused on job resources based on work design theory resulting in a neglect of relational factors. However, recent developments in work design theory have seen more attention given to relational factors. This thesis continues in this stream focusing on the relationship between employees and their organisations and the relationship between co-workers.
Three empirical studies were conducted to test the influence of relational factors. Specifically, study one examines the role of organisational identification in facilitating work engagement and in turn, two outcomes: job performance and organisational citizenship behaviour (OCBO). Further, indirect effects of identification on job performance and OCBO through work engagement were proposed as being contingent on perceptions of organisational politics. The proposed relationships were generally supported by the empirical results. When organisational politics become highly intense, they distract employees from their tasks so their performance is adversely affected.
Study two investigates the impact of guanxi – in this case non-work personal relationships between employees on work engagement, personal initiative and turnover intentions. In this study I propose that the impact of co-worker guanxi will be stronger for employees with an intrinsic work value orientation. Further, the indirect effects of co-worker guanxi on personal initiative and turnover intentions will also depend on an intrinsic work value orientation. The proposed relationships were supported by the empirical results.
Study three concerns the impact of organisational justice on employee disengagement and job performance. Drawing on conservation of resources theory, I hypothesise that manual workers who are treated inequitably by their supervisors are more likely to disengage from their jobs and, in turn, demonstrate low performance. I also propose that negative behaviours by co-workers will amplify the impact of injustice on disengagement and performance. The empirical results indicate that workers who perceive inequitable rewards and disrespectful treatment from their supervisors are more likely to disengage from their jobs. Explanations are provided including interpretations of some unexpected results.
Overall, this thesis found that both employee-organisation and co-worker relationships play an important role in the development of work engagement and key work outcomes.