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The influencing outcomes of job engagement: an interpretation from the social exchange theory

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  • Nan Yin

Abstract

Purpose - Job engagement is a positive, fulfilling, work-related state of an individual, the perfect link between individual characteristics, job factors and job performance and the important path of an organization creating competitive advantages. Based on the viewpoint of the social exchange theory, the study assumes that employees will generate different influencing outcomes, which are, in order, task performance, organizational citizenship behavior, job burnout and counter-productive work behavior (CWB), according to the degree to which they psychologically expect that job engagement could receive organizational rewards, and discusses the relationships between job engagement and task performance, organizational citizenship behavior and other variables. The paper aims to discuss these issues. Design/methodology/approach - Data were collected from the employees working as the salesmen from 48 computer and computer parts sales companies. The questionnaires of the study were the paired questionnaires. In total, 150 supervisor questionnaires and 633 employee questionnaires have been distributed. Under every sales head, there were some employees. In total, 501 valid paired questionnaires were collected. AMOS 23.0 was employed to process the data in the structural equation modeling and the causal relationships among all the factors were explored. Findings - The results revealed that employee job engagement had positive influence on task performance and organizational citizenship behavior and had negative influence on job burnout and counter-productive work behavior; among all the moderating variables, organizational justice just significantly and negatively moderates job engagement and CWB. Originality/value - Job engagement is an actively and fully absorbing state of an individual in the work, the perfect link among individual characteristics, job factors and job engagement and the important path of an organization creating competitive advantages. Most of the past studies have explored the positive effects of job engagement. This study tries to explore the positive and negative effects of employee’s job engagement based on the social exchange theory.

Suggested Citation

  • Nan Yin, 2018. "The influencing outcomes of job engagement: an interpretation from the social exchange theory," International Journal of Productivity and Performance Management, Emerald Group Publishing Limited, vol. 67(5), pages 873-889, June.
  • Handle: RePEc:eme:ijppmp:ijppm-03-2017-0054
    DOI: 10.1108/IJPPM-03-2017-0054
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    Citations

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    Cited by:

    1. Sadia Afrin & Muhammad Asyraf Bin Mohd Kassim & Mohd Faizal Yusof & Md. Sharif Hassan & Md. Aminul Islam & Khairun Nisa Binti Khairuddin, 2023. "Investigating the Determinants of Employee Performance for Sustainability: A Study on the Bangladesh Insurance Industry," Sustainability, MDPI, vol. 15(7), pages 1-16, March.
    2. Mingxiao Lu & Abdullah Al Mamun & Xuelin Chen & Qing Yang & Mohammad Masukujjaman, 2023. "Quiet quitting during COVID-19: the role of psychological empowerment," Palgrave Communications, Palgrave Macmillan, vol. 10(1), pages 1-16, December.
    3. Chen, Jing & Zhai, Shiyan & Song, Genxin & Huang, Shaopu & Liu, Huan & Jiang, Xintong & Luo, Jingjing & Wu, Wei, 2023. "Evaluation and determinants of satisfaction with the urban-rural interface area liveability toward “15-min city”: A case study in Henan Province, China," Ecological Economics, Elsevier, vol. 214(C).
    4. Flora Amsi & Abraham Kiflemariam & Thomas Ngui, 2023. "Social Engagement, Gender Diversity and Employee Performance of the Tanzanian Textile Industry," International Journal of Business and Management, Canadian Center of Science and Education, vol. 17(9), pages 1-28, February.

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