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Article
Publication date: 29 October 2019

Paul Tristen Balwant, Rehaana Mohammed and Riann Singh

The purpose of this paper is twofold: investigate job resources as a moderator in the relationship between transformational leadership and employee engagement in service sector…

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Abstract

Purpose

The purpose of this paper is twofold: investigate job resources as a moderator in the relationship between transformational leadership and employee engagement in service sector organizations, and investigate the relative importance of each dimension of job resources in relation to employee engagement.

Design/methodology/approach

Quantitative data were collected using a survey design for which 187 employees responded. These employees were sourced from retail stores across ten shopping malls located in Trinidad.

Findings

Findings from a hierarchical multiple regression supported the first two hypotheses and showed that transformational leadership was positively related to employee engagement and job resources moderated the relationship between transformational leadership and employee engagement. However, findings from structural equation modeling did not support the third hypothesis because supervisor support was negatively related to employee engagement.

Practical implications

Implications for service organizations include the provision of adequate job resources so that the effect of transformational leadership on employee engagement can be realized. Specifically, organizations must provide job control to employees, promote free access to information, create an innovative climate and develop a supportive work climate. Instead of focusing on the job resource of supervisor support, service organizations may need to build an environment that stimulates coworker support.

Originality/value

This study not only adds to the limited body of research on organizational leadership in emerging markets, but also contributes to the field of organizational behavior by showing an important condition (i.e. job resources) under which the relationship between transformational leadership and employee engagement varies and unraveling the dimensions of job resources in relation to employee engagement.

Details

International Journal of Emerging Markets, vol. 15 no. 4
Type: Research Article
ISSN: 1746-8809

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Article
Publication date: 28 December 2020

Paul Tristen Balwant, Rebecca Mohammed and Riann Singh

The purpose of the present study is to investigate mediating mechanisms in the relationship between the training and development climate at higher education institutions and…

839

Abstract

Purpose

The purpose of the present study is to investigate mediating mechanisms in the relationship between the training and development climate at higher education institutions and administrative employees' productivity. Organizational identification theory and the job demands-resources model are used to investigate supervisor support, employees' motivation to learn and employee engagement as mediators.

Design/methodology/approach

Survey research was used to collect data from 289 administrative staff members employed at five higher education institutions in Trinidad and Tobago.

Findings

The findings supported the hypothesized mediating role of supervisor support, employees' motivation to learn and employee engagement in the relationship between organizations' training and development climate and employee productivity.

Social implications

Productivity is a major problem in Trinidad and Tobago. In Trinidad and Tobago's higher education sector, productivity deficiencies are particularly problematic because of the gradual reduction in government subsidies. Therefore, higher education institutions must improve productivity, particularly administrative employees' productivity, in order to compete with local and international tertiary education institutions. This study contributes to Trinidad and Tobago's society by showing the importance of both a positive training and development climate and supervisor support to influence administrative employees' affective states and productivity in tertiary education institutions.

Originality/value

This study adds to existing research on training and development and employee productivity by introducing novel and theoretically sound mediators to clarify how the relationship between a higher education institution's training and development climate and its administrative employees' productivity unfolds.

Details

Journal of Applied Research in Higher Education, vol. 14 no. 1
Type: Research Article
ISSN: 2050-7003

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