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How to Improve Employee Performance through the Role of Work Engagement Mediation Empirical Studies on Public Sector Organizations
16 references·2 citing·47 second hopsampled
How to Improve Employee Performance through the Role of Work Engagement Mediation Empirical Studies on Public Sector Organizations (2023)How to Improve Employee Performance throu…When to use and how to report the results of PLS-SEM (2018)When to use and how to report…Multiple levels in job demands-resources theory: implications for employee well-being and performance (2018)Multiple levels in job demand…Examining the Effects of Employee Empowerment, Teamwork, and Employee Training on Organizational Commitment (2016)Examining the Effects of Empl…Work engagement as a mediator between employee attitudes and outcomes (2013)Work engagement as a mediator…Employee engagement, organisational performance and individual well-being: exploring the evidence, developing the theory (2013)Employee engagement, organisa…High-performance work practices and hotel employee performance: The mediation of work engagement (2012)High-performance work practic…PLS-SEM: Indeed a Silver Bullet (2011)PLS-SEM: Indeed a Silver Bull…High-Performance Work Systems and Job Control (2011)High-Performance Work Systems…The relationship between satisfaction with workplace training and overall job satisfaction (2007)The relationship between sati…A New Model of Work Role Performance: Positive Behavior in Uncertain and Interdependent Contexts (2007)A New Model of Work Role Perf…The Measurement of Work Engagement With a Short Questionnaire (2006)The Measurement of Work Engag…The romance of human resource management and business performance, and the case for big science (2005)The romance of human resource…Social Exchange Theory: An Interdisciplinary Review (2005)Social Exchange Theory: An In…THE IMPACT OF HUMAN RESOURCE MANAGEMENT PRACTICES ON TURNOVER, PRODUCTIVITY, AND CORPORATE FINANCIAL PERFORMANCE. (1995)THE IMPACT OF HUMAN RESOURCE …A three-component conceptualization of organizational commitment (1991)A three-component conceptuali…A Cross-National Comparison of Consumer Research Measures (1987)A Cross-National Comparison o…The Influence of Diversity-Focused Leadership on Employee Advocacy in Selected Indian Fortune Companies: The Mediating Roles of Symmetrical Internal Communication and Work Engagement (2024)The Influence of Diversity-Fo…Role of Training and Development Programs in Enhancing the Employees Job Satisfaction and Loyalty (2024)Role of Training and Developm…Evaluating Structural Equation Models with Unobservable Variables and Measurement Error (1981)On the Evaluation of Structural Equation Models (1988)Structural equation modeling in practice: A review and recommended two-step approach. (1988)Partial least squares structural equation modeling (PLS-SEM) (2014)A theory of human motivation. (1943)Motivation through the design of work: test of a theory (1976)The measurement and antecedents of affective, continuance and normative commitment to the organization (1990)JOB SATISFACTION, ORGANIZATIONAL COMMITMENT, TURNOVER INTENTION, AND TURNOVER: PATH ANALYSES BASED ON META‐ANALYTIC FINDINGS (1993)Commitment in the workplace: toward a general model (2001)Affective, Continuance, and Normative Commitment to the Organization: A Meta-analysis of Antecedents, Correlates, and Consequences (2002)Common method biases in behavioral research: A critical review of the literature and recommended remedies. (2003)Why is hospitality employees’ psychological capital important? The effects of psychological capital on work engagement and employee morale (2015)Work engagement, job satisfaction, and turnover intentions (2016)Sustainable human resource management practices, employee resilience, and employee outcomes: Toward common good values (2022)Job Demands, Job Decision Latitude, and Mental Strain: Implications for Job Redesign (1979)The theory of planned behavior (1991)Reflections on the 2014 Decade Award: Is There Strength in the Construct of HR System Strength? (2015)Building organizational resilience, innovation through resource-based management initiatives, organizational learning and environmental dynamism (2021)Firm Resources and Sustained Competitive Advantage (1991)Firm resources and sustained competitive advantage (2004)THE IMPACT OF HUMAN RESOURCE AND OPERATIONAL MANAGEMENT PRACTICES ON COMPANY PRODUCTIVITY: A LONGITUDINAL STUDY (2008)Flexible Working and Performance: A Systematic Review of the Evidence for a Business Case (2011)Strategic human resource management, human capital and competitive advantage: is the field going in circles? (2017)Research in Organizational Behavior. (1986)Cutoff criteria for fit indexes in covariance structure analysis: Conventional criteria versus new alternatives (1999)Modeling the antecedents of proactive behavior at work. (2006)The dynamics of proactivity at work (2008)Making Things Happen: A Model of Proactive Motivation (2010)The Theory of Social and Economic Organization. (1948)The Norm of Reciprocity: A Preliminary Statement (1960)Exchange and Power in Social Life. (1965)Abusive supervision and workplace deviance and the moderating effects of negative reciprocity beliefs. (2007)Assessing the growth of remote working and its consequences for effort, well‐being and work‐life balance (2017)Social Exchange Theory: A Critical Review with Theoretical Remedies (2017)Comparative fit indexes in structural models. (1990)Alternative Ways of Assessing Model Fit (1992)The role of personal resources in the job demands-resources model. (2007)The Meaning of Employee Engagement (2008)Towards a model of work engagement (2008)A new criterion for assessing discriminant validity in variance-based structural equation modeling (2014)Partial Least Squares Structural Equation Modeling (2017)Assessing measurement model quality in PLS-SEM using confirmatory composite analysis (2019)Partial Least Squares Structural Equation Modeling (PLS-SEM) Using R (2021)Specification Tests in Econometrics (1978)MODES OF THEORIZING IN STRATEGIC HUMAN RESOURCE MANAGEMENT: TESTS OF UNIVERSALISTIC, CONTINGENCY, AND CONFIGURATIONS. PERFORMANCE PREDICTIONS. (1996)THE IMPACT OF HUMAN RESOURCE MANAGEMENT ON ORGANIZATIONAL PERFORMANCE: PROGRESS AND PROSPECTS. (1996)THE IMPACT OF HUMAN RESOURCE MANAGEMENT PRACTICES ON PERCEPTIONS OF ORGANIZATIONAL PERFORMANCE. (1996)
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References

  • 2018When to use and how to report the results of PLS-SEM27,424 cited
  • 2011PLS-SEM: Indeed a Silver Bullet21,614 cited
  • 1991A three-component conceptualization of organizational commitment11,041 cited
  • 2005Social Exchange Theory: An Interdisciplinary Review10,051 cited
  • 1995THE IMPACT OF HUMAN RESOURCE MANAGEMENT PRACTICES ON TURNOVER, PRODUCTIVITY, AND CORPORATE FINANCIAL PERFORMANCE.9,338 cited
  • 2006The Measurement of Work Engagement With a Short Questionnaire7,388 cited
  • 2007A New Model of Work Role Performance: Positive Behavior in Uncertain and Interdependent Contexts2,530 cited
  • 2012High-performance work practices and hotel employee performance: The mediation of work engagement617 cited
  • 2005The romance of human resource management and business performance, and the case for big science579 cited
  • 2011High-Performance Work Systems and Job Control516 cited
  • 1987A Cross-National Comparison of Consumer Research Measures418 cited
  • 2018Multiple levels in job demands-resources theory: implications for employee well-being and performance417 cited
  • 2007The relationship between satisfaction with workplace training and overall job satisfaction350 cited
  • 2016Examining the Effects of Employee Empowerment, Teamwork, and Employee Training on Organizational Commitment

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332 cited
  • 2013Employee engagement, organisational performance and individual well-being: exploring the evidence, developing the theory314 cited
  • 2013Work engagement as a mediator between employee attitudes and outcomes257 cited
  • Cited by

    • 2024The Influence of Diversity-Focused Leadership on Employee Advocacy in Selected Indian Fortune Companies: The Mediating Roles of Symmetrical Internal Communication and Work Engagement29 cited
    • 2024Role of Training and Development Programs in Enhancing the Employees Job Satisfaction and Loyalty1 cited