Employee engagement: role of self-efficacy, organizational support & supervisor support.

Employee Engagement: a Snapshot The importance of employee engagement in the current business scenario attains significance and it has been labelled as one of the "hottest topics in management" in recent times (Welbourne 2007) since engaged employees are fully "psychologically present" thus "gi!ing it their all" ("renthal 200#) to their tas$s% &oreo!er 'ith an incessantly deepening "engagement gap" reported amongst employees ((o'als$i 200)) that is threatening to cripple crip*ple n. +ne that is partially disabled or unable to use a limb or limbs% v. To cause to lose the use of a limb or limbs% organi,ational gro'th and producti!ity it becomes imperati!e to ad!ance research on the construct thus leading to a better appreciation and application of the same in the interest of the organi,ation% The academic 'or$ regarding the construct of engagement is limited to three distinct approaches !i,% the -ole Theory .pproach ((ahn /000 &ay et al% 200#) the "urn +ut .pproach (&aslach 1 2eiter /007 Schaufeli et al% 2002) and the Social E3change Theory (SET) .pproach (Sa$s 2004)% The -ole Theory .pproach defines personal engagement as "the harnessing of organi,ation members" sel!es to their 'or$ roles5 in engagement people employ and e3press themsel!es physically cogniti!ely and emotionally during role performances ((ahn /000)% Thus engagement is understood as "psychological presence" 'hile occupying and performing an organi,ational role% The "urnout "urnout 6epletion of a ta3 shelter7s benefits% 8n the conte3t of mortgage bac$ed securities it refers to the percentage of the pool that has prepaid their mortgage% .pproach initiated by &aslach and 2eiter (/007) argues that engagement is positi!e antithesis antithesis (9nt:th;:s:s) a figure of speech in!ol!ing a seeming contradiction of ideas 'ords clauses or sentences 'ithin a balanced grammatical structure% <arallelism of e3pression ser!es to emphasi,e opposition of ideas% of burnout% .ccording to according to prep. 1. .s stated or indicated by5 on the authority of: according to historians% 2. 8n $eeping 'ith: according to instructions% 3. this school engagement is characteri,ed by energy in!ol!ement and efficacy 'hich are direct opposite of three burnout dimensions of e3haustion cynicism and inefficacy in*ef*fi*ca*cy n. The state or =uality of being incapable of producing a desired effect or result% Noun 1. inefficacy > a lac$ of efficacy inefficaciousness % Schaufeli et al (2002) refute re*fute

tr.v. refuted refuting refutes 1. To pro!e to be false or erroneous5 o!erthro' by argument or proof: refute testimony% 2. this approach by arguing that "it is not plausible to e3pect both the concepts to be perfectly negati!ely correlated 'ith each other" thus calling for an independent assessment of the same% Therefore they define engagement as "a positi!e fulfilling 'or$>related state of mind that is characteri,ed by !igour dedication and absorption"% 2astly the SET .pproach put forth by Sa$s (2004) argues that displaying !arying degrees of engagement is one 'ay for indi!iduals to repay their organi,ation for the economic and socio>emotional resources they recei!e from it% Since it is more difficult for employees to !ary their le!els of ?ob performance gi!en that performance is often e!aluated and used as the basis for compensation and other administrati!e decisions employees are more li$ely to e3change their engagement for resources and benefits pro!ided by their organi,ation% .ds by @oogleslips and trips training learn ho' to reduce slip accidents in!ol!es staff in reducing slips '''%slipalert%com Wor$ &easurement Systems Time study and Sampling systems Setting Standards for 2A years '''%tectime%com The abo!e theories despite their appeal do not e3plain the obser!ed !ariability of engagement amongst employees on e3posure to similar 'or$ing conditions% Burther there also e3ists a lac$ of e3planation regarding the factor(s) that selecti!ely propels employees of the same organi,ation to burnout or engagement% Study Cypotheses 8t is our contention that e3posed to similar organi,ational conditions and tas$ characteristics the !ariation in engagement le!els among indi!iduals is the result of indi!idual differences amongst them% Dumerous e!idences dot the literature supporting our abo!e stated premise% Bor e3ample .r!ey et al% (/0E0) present e!idence indicating that genetic predispositions may influence ?ob satisfaction% Burthermore longi>tudinal research has found that ?ob satisfaction scores remain correlated o!er time and that this can occur e!en 'hen indi!iduals change occupations or employers (e%g% Sta' 1 -oss /0EA)% While it goes undisputed that 'or$ attitudes are influenced by 'or$ en!ironment and do change o!er time e!idence also confirms that the ran$ order of indi!iduals remains some'hat stable the stability being argued to be associated 'ith certain personality dispositions (@eorge /002)% Since 'or$ attitudes in!ol!e affecti!e affecti!e Faf*fec*ti!eF (ah>fe$Gti!) pertaining to affect% af*fec*ti!e adj. 1. Honcerned 'ith or arousing feelings or emotions5 emotional% 2. reactions to one7s 'or$place (2oc$e /074) and engagement is belie!ed to be intrin>sically

moti!ated in!ol!ement o'ing to o'ing to prep. "ecause of5 on account of: 8 couldn7t attend o'ing to illness% o'ing to prep I debido a por causa de affecti!e association 'ith the role ((ahn /000) the influence of dispositional traits on engagement gains heightened support% "andura ban;durGa n. 1. . traditional J$rainian stringed musical instrument shaped li$e a lute ha!ing many strings% (/077) from the perspecti!e of social cogniti!e theory ocial !ognitive "#eory utili,ed both in <sychology and Hommunications posits that portions of an indi!idual7s $no'ledge ac=uisition can be directly related to obser!ing others 'ithin the conte3t of social interactions e3periences and outside media influences% asserts that indi!idual beha!iour is fuelled by t'o sets of cogniti!e forces>>percei!ed !aluability of the outcome as 'ell as self>efficacy 'hich influences choices about 'hich beha!iours to underta$e the effort and persistence e3erted in the face of obstacles to the performance of those beha!iours and thus ultimately the mastery of the beha!iours% While !aluabilty can be understood to be analogous to search for "meaning>fulness" ((ahn /000) 'hich is the chief dri!ing factor behind engagement (&ay et al% 200#) it also becomes e!ident from "andura7s (/077) affirmation that the primary dispositional predictor of engagement is self>efficacy 'hich according to 2ent et al% (/00#) is instrumental in initiating other social cogniti!e !ariables that in turn influence an indi!idual7s career de!elopment% Self> efficacy is found to positi!ely predict inno!ati!e beha!iour (Tierney1 Barmer 200#) and hence can be e3pected to influence employee engagement since &acey and Schneider (200E) define engagement as adapti!e beha!iour% Thomas and Kelthouse (/000) too argue that 7meaning7 is a manifestation of an indi!idual7s self>efficacy and in!ol!es a fit bet'een the re=uirements of a 'or$ role and beliefs !alues and beha!iours (Cac$man 1 +ldham /0E0) thus gi!ing further credence to our premise% .dditionally +,er and "andura (/000) argue that self>efficacy reduces the le!el of fatigue by enhancing coping abilities under stress since employees 'ith higher le!els of self>efficacy belie!e they can control apprehensi!e cognitions that threaten their psychological safety% This e3plains as 'ell as clarifies the missing lin$ in the conceptuali,ation con*cep*tu*al*i,e v. conceptualized conceptualizing conceptualizes v.tr. To form a concept or concepts of and especially to interpret in a conceptual 'ay: of the dimensions of engagement as !ie'ed from the angle of burnout theorists i%e% engagement is a positi!e antithesis of burnout% E3posed to similar 'or$ing conditions the presence or absence of self>efficacy determines 'hether the employee shall be engaging or shall burn out respecti!ely% The concept of self>efficacy has been conceptuali,ed and researched in three different 'ays: a global construct generali,ed o!er se!eral domains (Shelton /000) as a domain specific !ariable (e%g% Sch'ar,er 1 Buchs /00A) and as a tas$ specific beha!iour to predict circumscribed circumscribed Fcir*cum*scribedF (ser$Gum>s$ribd) bounded or limited5 confined to a limited space%

cir*cum*scribed adj. "ounded by a line5 limited or confined% beha!iour li$e o!ercoming sna$e phobia phobia: see neurosis% p#o$ia E3treme and irrational fear of a particular ob?ect class of ob?ects or situation% . phobia is classified as a type of an3iety disorder (a neurosis) since an3iety is its chief symptom% ("andura /077)% 8n this study 'e refer to self>efficacy conceptuali,ed as a domain specific !ariable labelled as occu>pational self>efficacy (+SE % E > +pen Systems En!ironment ) in order to sound concordant 'ith the multiple role attribution at*tri*bu*tion n. 1. The act of attributing especially the act of establishing a particular person as the creator of a 'or$ of art% 2. of engagement by the role theorists% Schyns and !on Hollani (2002) define occupational self> efficacy as "one7s belief in one7s o'n ability and competence to perform successfully and effecti!ely in situations and across different tas$s in a ?ob"% <ut simply it is self >efficacy related to the domain of 'or$ place% 8t assesses self>efficacy in a 'ay that is broad enough to compare different types of occupations but still specific enough to be a good predictor for the 'or$place conte3t% Thus 'e hypothesi,e hy*poth*e*si,e v. #ypot#esized #ypot#esizing #ypot#esizes v.tr. To assert as a hypothesis% v.intr. To form a hypothesis% : Cypothesis /(C/): +ccupational self>>efficacy 'ill positi!ely predict employee engagement% <roceeding further se!eral researchers (e%g% Schneider /0E7) hold the opinion that indi!iduals possessing the attributes that orient them to display engagement are more li$ely to choose the en!ironments that pro!ide the opportunity to do so thus indicating subtly the role of autonomy and appropriate 'or$place conditions in cataly,ing the transformation of such attributes to engagement% Thus it logically translates that to choose the conte3t of role play and to beha!e adapti!ely 'hich insists on independent decision ma$ing employees must percei!e themsel!es to ha!e been permitted to act autonomously by the leaders of the organi,ation% 8n other 'ords &dv. 1. in ot#er 'ords > other'ise stated5 "in other 'ords 'e are bro$e" put differently 'e opine that percei!ed organi,ational support (<+S (1) See point of sale and pac$et o!er S+DET% (2) "<arent o!er shoulder%" See digispea$% *% > point of sale ) shall mediate the relationship bet'een +SE and employee engagement%

<+S has been defined as the employees7 global beliefs that the organi,ation !alues their contributions and cares about their 'ell>being (Eisenberger et al% /0E4)% <+S has been positi!ely related to e3patriates7 ad?ustment to the country and 'or$ ((raimer et al% 200/) thus promoting adapti!e beha!iour>>a characteri,ation of engagement put forth by &acey and Schneider (200E)% Cence 'e hypothesi,e: Cypothesis 2 (C2): <ercei!ed organi,ational support (<+S) 'ill mediate the relationship bet'een +SE and employee engagement% Burther organi,ational support theory postulates that the actions of its agents are indicators of the organi,ation7s intent (2e!inson /04A)% .gents help personify per*son*i*fy tr.v. personified personifying personifies 1. To thin$ of or represent (an inanimate ob?ect or abstraction) as ha!ing personality or the =ualities thoughts or mo!ements of a li!ing being: the organi,ation to the employee% 8mmediate super!isors are typically the closest organi,ational lin$ to the employee and ha!e the ability to communicate the organi,ation7s intentions directly to their subordinates% .ccordingly subordinates !ie' super>!isor support as a personal e3tension of the organi,ation (Eisenberger et al% /0E4 2e!inson /04A)% Bollo'ing from the abo!e discussion another type of interaction bet'een percei!ed super>!isor support (<SS See E<SS% ) and +SE can be thus formulated based on the path goal theory of leadership (Couse /07/) as 'ell as the goal>>setting theory (2oc$e et al% /0E/)% <SS is defined as the degree to 'hich employees form impressions that their superiors care about their 'ell>being !alue their contributions and are generally supporti!e (Eisenberger et al% 2002)% While Couse (/07/) ad!ocates that effecti!e leadership includes aiding in clarification and simplification of path of the follo'ers by the leaders ne!ertheless it must be borne in mind that since challenging goals and feedbac$ aids in higher performance (2oc$e et al% /0E/) there is a limit to 'hich leaders must assist the follo'ers in their tas$ performance% Since ?ob comple3ity enhances creati!e self>efficacy in employees (Tierney 1 Barmer 2002) 'e argue that !ery high degree of leader support or <SS shall result in 'ea$ening the effect of occupational self>efficacy on engagement since it may decrease the challenge in the road to goal achie!e>ment thus triggering a loss in percei!ed tas$ significance and "meaningfulness" ((ahn /000)% So 'e conclude: Cypothesis ) (C)): <SS moderates the relationship bet'een +SE and employee engagement% The scope of our study is figurati!ely represented in Big% /% Sample . total of 200 self>identified 7soft'are programmers7 'ho ha!e been 'or$ing in a large 8ndian soft'are organi,ation for t'o years or more 'ere selected randomly approached indi!idually and re=uested to participate in this study of 'hich /A2 responses 'ere returned and /2# 'ere found suitable for the study% The period of t'o years 'as selected as a benchmar$ for selecting employees from 'hom the responses had to be ta$en% We argue that it gi!es ample scope for the employees to get themsel!es acclimati,ed to organi>,ational conditions% "iographically #7L of the suitable responses 'ere obtained from females5 the a!erage age of the selected sample 'as 27 years 'hile the a!erage 'or$ e3perience 'as )%4 years%

MB8@J-E / +&8TTE6N &easures +ccupational Self>efficacy (+SE) 'as measured using the instrument de!eloped by -igotti et al% (200E) containing si3 items% The respondents 'ere as$ed to indicate the e3tent they strongly disagree or agree to each of the si3 statements on a fi!e point 2i$ert scale 2i$ert scale . sub?ecti!e scoring system that allo's a person being sur!eyed to =uantify li$es and preferences on a A>point scale 'ith / being the least important rele!ant interesting most ho>hum or other and A being most e3cellent yeehah important etc (7/7 referring to 7strongly disagree7 'hile 7A7 referring to 7strongly agree7)% The instrument had a Hronbach .lpha Hoefficient (Table /) of 0%72/ and hence more than the acceptable minimum alpha limit of 0%4 (Se$aran /002)% <ercei!ed +rgani,ational Support (<+S) 'as measured 'ith the eight>item short>form of the sur!ey of percei!ed organi,ational support (S<+S S<+S Solid <hase +rganic Synthesis S<+S Ship <erformance +ptimisation System S<+S Strong <ointF+bstacle System S<+S S'i!el <oint>+f>Sale S<+S Signaling <oint +perating System S<+S Sales at the <oint of Ser!ice ) (-hoades et al 200/)% <articipants responded using a fi!e> point 2i$ert>type scale (7/7 referring to strongly disagree and 7A7 strongly agree)% The Hronbach .lpha Hoefficient of the instrument 'as found to be 0%E7 (Table /)% <ercei!ed Super!isor Support (<SS) 'as measured 'ith a three>item scale de!eloped by Eisenberger et al% (2002)% The responses 'ere collected on a fi!e>point 2i$ert>type scale (7/7 referring to strongly disagree and 7A7 strongly agree) and the Hronbach .lpha Hoefficient of the instrument 'as found to be 0%7A (Table /)% Employee engagement (EE) 'as measured by the Jtrecht Wor$ Engagement Scale (JWES JWES Jltra>Wideband Energy Spectrum ) de!eloped by Schaufeli et al% (2002)% The scale consists of three subscales5 absorption (si3 items5 Hronbach .lpha O 0%40)) !igor (si3 items5 Hronbach .lpha O 0%74#) and dedication (fi!e items5 Hronbach .lpha O 0%E#2)% .ll the /7 items 'ere rated on a A>point fre=uency>based scale (/ O strongly disagree A O strongly agree)% .ll the Hronbach .lpha !alues are listed in Table /% .nalysis 1 Bindings Table / presents the means standard de!iations and inter>correlations of the study !ariables% Birst it is 'orth noting that significant positi!e correlations e3ist bet'een all the study !ariables% Secondly it can be obser!ed that both <+S and +SE relate differently to the different dimensions of employee engagement% While <+S is moderately correlated 'ith dedication (r O 0%#/7 pP0%0/) occupational self >efficacy is moderately correlated 'ith the dimensions of !igour (r O 0%##0 pP0%0/) and absorption (r O 0%#)4 pP0%0/)% Co'e!er the correlation of <SS 'ith that of !igour (r O 0%)2# pP0%0/) dedication (r O 0%220 pP0%0/) and absorption (r O 0%)2) pP0%0/) is found to be !ery lo' yet significant% To get further clarity and test the study

hypotheses 'e conduct regression analyses% +ccupational self>efficacy as predictor of employee engagement: .ssuming a linear model 'e regressed EE on +SE in order to e3amine the first hypothesis (C/)% .s sho'n in Table 2 +SE e3plained a significant amount of !ariance in employee engagement (M-%sup%2N O 0%220 pP0%0A) and is a significant predictor (a O 0%#7E p P 0%0A) of the same thus pro!iding support for C/% <+S as the mediator: To determine 'hether <+S 'as a mediator of the relationship bet'een +SE and EE 'e follo'ed the procedure recommended by "aron and (enny (/0E4)% .s suggested three regression e=uations should satisfy the tests of the lin$ages of the mediation model% Birst the independent !ariable (+SE) must be related to the mediator (<+S)% Second the mediator (<+S) must be related to the dependent !ariable (EE)% Third a significant relationship bet'een the independent !ariable (+SE) and the dependent !ariable (EE) 'ill be reduced (partial mediation) or no longer be significant (full mediation) 'hen controlled for the mediator (<+S)% +SE 'as found to be a significant predictor of EE (C/) as 'ell as <+S (Table )5 a O 0%)#E p P 0%0A)% &oreo!er <+S is found to be significantly related to EE (Table )5 a O 0%)#E p P 0%0A)% Thus proceeding to the final step it can be obser!ed in Table ) that the a !alue for the influence of +SE on EE decreases from 0%#7E (p P 0%0A) to 0%)74 (p P 0%0A) on inclusion of <+S in the regression model (Step )) thereby indicating a partial mediation% C2 is thus partially supported% <SS as moderator: The hierarchical regression model 'as employed in accordance 'ith Hohen co#en or +o#en (Cebre': QpriestR) Se'ish priest descended from Tado$ (a descendant of .aron) priest at the Birst Temple of Serusalem% The biblical priesthood 'as hereditary and male% and Hohen (/0E)) to determine the moderation effect of <SS on the relationship bet'een +SE and EE% 8n Step / EE 'as regressed on <SS% This 'as follo'ed by Step 2 'here 'e introduce +SE into the regression model along 'ith <SS as independent !ariables% Binally in Step ) 'e introduce the interaction term (<SS U +SE) into the e=uation% The results sho'n in Table # indicate that the regression coefficient -egression coefficient Term yielded by regression analysis that indicates the sensiti!ity of the dependent !ariable to a particular independent !ariable% See: <arameter% regression coefficient of the interaction term to be non >significant (a O >0%))E ns)5 thereby it can be inferred that <SS does not moderate the relationship bet'een +SE and employee engage> ment% Thus C) 'as not supported% 6iscussion Summarising the abo!e findings 'e conclude that employee engagement necessitates a 'or$force that is attributed 'ith self>efficacy as a dispositional trait% The abo!e inference does propose an acceptable solution to our concern raised earlier about the obser!ed discrepancy in le!els of engagement e3hibited by a 'or$force e3posed to analogous 'or$ing conditions% 8t attri> butes such difference in le!els of engagement amongst the 'or$force to the !ariation in self>

efficacy amongst them as 'ell as the difference in perception of employees to'ards recei!ed organi,ational support% Burther it argues and establishes that engagement results out of 7interaction7 bet'een self>efficacy and <+S thus pro!iding empirical e!idence on the influence of 'or$place conditions in promoting employee engagement% Kie'ing criti>cally 'e contend that self >efficacy can be ta$en as a representati!e !ariable of psychological empo'erment since Honger and (anungo (/0EE) ha!e defined psychological empo'erment as a moti!ational concept of the same% Similarly <+S can be said to represent structural empo'erment dimension for it is the subordinates 7perception of organi,ations7 policies and practices (e%g% C- practices) that define the functional aspect of the organi,ational structure (@u,,o Doonan /00#) and directly influences the effecti!eness of four structural empo'erment dimen>sions elucidated by (anter (/077) namely opportunity support resources and information% Thus ta$ing cue from the abo!e analogies as 'ell as the second hypothesis (C2) 'e argue that engage>ment is the e3pressed empo'erment pertaining per*tain intr.v. pertained pertaining pertains 1. To ha!e reference5 relate: e!idence that pertains to the accident% 2. to a role% 8t must be noted that both the forms of empo'erment i%e% psychological as 'ell as structural are necessary for engagement to manifest% While self>efficacy helps "dri!e personal energies into role beha!iours" ((ahn /000) organi,ational support helps increase the three psychological conditions of meaningfulness a!ail>ability and safety necessary for psycho>logical presence thus initiating engage>ment ((ahn /000)% &o!ing further 'e opine that the absence of any one of the empo'erment condition shall result e!entually in disengagement disengagement Fdis*en*gage*mentF (disVen>ga?Gment) emergence of the fetus from the !aginal canal% dis*en*gage*ment n. % The term "e!entually" is introduced since 'e belie!e that any one of the empo'erment condition is capable of initiating engagement (in accordance 'ith C/) ho'e!er the absence of the other empo'erment dimension may progressi!ely reduce the psychological a!ailability of the actor in the role o'ing to a constant struggle bet'een creating appropriate conditions for the role play and the actual role play leading to psychological strain ((ahn /000) e!entually resulting in self>estranged (Seeman /072) closed (@ibb /04/) and emotionally un>e3pressi!e beha!iours (-afaeli 1 Sutton /0E7)% &ore specifically the absence of self>efficacy shall inhibit indi!iduals from self>e3pression thus forcing them to limit their acti!ities to e3ternally scripted roles ((ahn /000)% +n the other hand the absence of organi,ational support affects all the three prere=uisite psychological conditions enlisted earlier and in our !ie' promotes learned helplessness% 2earned helplessness is a cogniti!e state Noun 1. cognitive state > the state of a person7s cogniti!e processes state of mind interestedness > the state of being interested amnesia memory loss blac$out > partial or total loss of memory5 "he has a total blac$out for e!ents of the e!ening" in 'hich people perform poorly for they belie!e that the actual outcome is independent of their effort and input (&artin$o 1 @ardner /0E2)%

&anagerial 8mplications .llen et al (200)) had re!ealed empirically the ma?or contribution of participation in decision ma$ing gro'th opportunities and fairness in re'ards and recognition against other organi,ational conditions in creating a fa!ourable perception on organi,ational support amongst employees% Since <+S 'as found to be a significant mediator bet'een self> efficacy and engagement the onus lies on organi,ational elites 'ho must ma$e specific efforts to'ards clear establishment of career routes for e!ery tas$% There ought to be a mechanism to identify role performances of employees beyond the stated re=uirement as 'ell as lin$ it 'ith suitable re'ards and recognitions in>order to ma$e employees feel "'orth'hile and meaningful" ((ahn /000) thus !alidating the appro>priateness of their effort as 'ell as emboldening them to di!e deeper into role play beyond the re=uisite perfor>mance parameters% Thus employees gi!e their all ("renthal 200#) and engage% Burther .,i, (200)) has found resource inade=uacy to be a potent role stressor amongst the employees in 8ndian 8T sector% 8n the light of the abo!e finding the absence of support for C) in the current study can be appreciated better% Cence participati!e decision ma$ing 'ith ade=uate super!isor support is a must to initiate and enhance engagement among soft'are programmers in an 8T firm% Honclusion 1 Buture -esearch This study dra'ing on empirical support and pre!ious literature argues that an empo'ered employee can be e3pected to be engaged% Co'e!er it is not 'ithout its limitations 'hich 'e enlist here% The study is conducted 'ith the basic assumption of an emotional affiliation bet'een employees and their assigned roles in accordance 'ith (ahn7s (/000) e3planation of engage> ment% "ut this condition may not hold 'ell in a bureaucratic bu*reau*crat n. 1. .n official of a bureaucracy% 2. .n official 'ho is rigidly de!oted to the details of administrati!e procedure% $u organi,ation 'hich has its positions fro,en and top>>do'n chain of command demarcated% Cence the mechanism of employee engagement in these types of organi>,ations is 'orth an in!estigation% .part from that the study is conducted ta$ing a sample of soft'are programmers 'hich limits the findings to a specific role% Cence additional research and !alidation of the study7s findings at !arious hierarchical le!els of an 8T organi,ation embracing !ersatile roles shall open ne'er frontiers in engagement research% 2astly the study is silent on the influence of demographic !ariables such as age gender etc% as 'ell as cultural influence on the abo!e relationship bet'een self>efficacy and engagement 'hich can be also be researched to increase the applicability as 'ell as generali,ability of the theory% -eferences .llen 6% @% Shore 2% &% 1 @riffeth -% W% (200)) "The -ole of <ercei!ed +rgani,ational Support and Supporti!e Cuman -esource <ractices in the Turno!er <rocess" Sournal of

&anagement 20(/): 00>//E% .r!ey -% 6% "ouchard T% S% Sr% Segal D% 2% 1 .braham 2% &% (/0E0) "Sob Satisfaction: En!ironmental and @enetic Homponents" Sournal of .pplied <sychology Journal of Applied Psychology is a publication of the .<.% 8t has a high impact factor for its field% 8t typically publishes high =uality empirical papers% '''%apa% 7#: /E7>02% .,i, &% (200)) "+rganisational -ole Stress among 8ndian 8nformation Technology <rofessionals" .sian><acific De'sletter on +ccupational Cealth and Safety /0(2): )/>))% "andura .% (/077) "Self>>efficacy: To'ard a Jnifying Theory of "eha!ioural Hhange" in Schyns "% 1 !on Hollani @% (2002) ". De' +ccupational Self> efficacy Scale and 8ts -elation to <ersonality Honstructs and +rgani,ational Kariables " European Sournal of Wor$ and +rgani,ational <sychology // (2): 2/0>#/% "aron -% &% 1 (enny 6% .% (/0E4) "The &oderator>>&ediator Kariable 6istinction in Social <sychological -esearch: Honceptual Strategic and Statistical Honsiderations" Sournal of <ersonality and Social <sychology The ,ournal of *ersonality and ocial *syc#ology (often referred to as JPSP) is a monthly psychology ?ournal of the .merican <sychological .ssociation% 8t is considered one of the top ?ournals in the fields of social and personality psychology% A/ (4): //7)>E2% "ernthal <% (200#) "&easuring Employee Engagement" in &acey C% &% 1 Schnei>der "% (200E) "The &eaning of Employee Engagement" 8ndustrial and +rgani,ational <sychology -ndustrial and organizational psyc#ology (also $no'n as I/O psychology work psychology work and organizational psychology W-O psychology occupational psychology personnel psychology or talent assess ent /: )>)0% Hohen S% 1 Hohen <% (/0E)) .pplied &ultiple -egressionFHorrelation .nalysis for the "eha!ioural Sciences "eha!ioural sciences (or .e#avioral science) is a term that encompasses all the disciplines that e3plore the acti!ities of and interactions among organisms in the natural 'orld% (2nd ed%)% DS: 2a'rence Erlbaum .ssociates Cillsdale% Honger S% .% 1 (anungo -% D% (/0EE) "The Empo'erment <rocess: 8ntegrating Theory and practice" .cademy of &anagement -e!ie' /) ()): #7/>E2% Eisenberger -% Cuntington -% Cutchinson S% 1 So'a 6% (/0E4) "<ercei!ed +rgani,ational Support" Sournal of .pplied <sychology 7/: A00>07% Eisenberger -% Stinglhamber B% Kandenberghe H% Suchars$i 8% 1 -hoades 2% (2002) "<ercei!ed Super!isor Support: Hontributions to <ercei!ed +rgani,ational Support and Employee -etention" Sournal of .pplied <sychology E7 ()): A4A>7)% @eorge S% &% (/002) "The -ole of <ersonality in +rgani,ational 2ife: 8ssues and E!idence"

Sournal of &anagement /E: /EA>2/)% @ibb S% -% (/04/) "6efensi!e Hommunication" in (ahn W% (/000) "<sychological Honditions of <ersonal Engagement and 6isengagement at Wor$" .cademy of &anagement Sournal )) (#): 402>72#% @u,,o -% .% 1 Doonan (% .% (/00#) "Cuman -esource <ractices as Hommunications and the <sychological Hontract" Cuman -esource &anagement )) ()): ##7>42% Cac$man S% -% 1 +ldham @% -% (/0E0) Wor$ -edesign% -eading &.: .ddison>Wesley% Couse -% S% (/07/) ". <ath @oal Theory of 2eader Effecti!eness" .dministrati!e Science Wuarterly Administrative Science Quarterly founded in /0A4 is one of the most eminent academic ?ournals in the field of organi,ational studies% 8t is published by Hornell Jni!ersity% <eople claimed to ha!e been in!ol!ed as founders include Sames 6% /4 ()): )2/>)0% (ahn W% (/000) "<sychological Honditions of <ersonal Engagement and 6isengagement at Wor$" .cademy of &anagement Sournal )) (#): 402>72#% (anter -% &% (/077) &en and Women of the Horporation "asic "oo$s De' Xor$ Ne' /or+, state, 0nited tates De' Xor$ &iddle .tlantic state of the Jnited States% 8t is bordered by Kermont &assachusetts Honnecticut and the .tlantic +cean (E) De' Sersey and <ennsyl!ania (S) 2a$es Erie and +ntario and the Hanadian pro!ince of DX (o'als$i "% (200)) "The Engagement @ap" Training #0 (#): 42% (raimer &% 2% Wayne S% S% 1 Sa'ors$i -% .% (200/) "Sources of Support and E3patriate E3patriate .n employee 'ho is a J%S% citi,en li!ing and 'or$ing in a foreign country% <erformance: the &ediating -ole of E3patriate .d?ustment" <ersonnel <sychology A# (/): 7/>00% 2ent -% W% "ro'n S% 6% 1 Cac$ett @% (/00#) "To'ard a Jnifying Social Hogniti!e Theory of Hareer and .cademic 8nterest Hhoice and <erformance" Sournal of Kocational "eha!iour #A (/): 70>/22% 2e!inson C% (/04A) "-eciprocation reciprocation Fre*cip*ro*ca*tionF (re>sipVro>$aGshun) 1. the act of gi!ing and recei!ing in e3change5 the complementary interaction of t'o distinct entities% 2. an alternating bac$>and>forth mo!ement% : the -elationship bet'een &an and +rgani>,ation" .dministrati!e Science Wuarterly% 0: )70>00% 2oc$e E%.% (/074) "The Dature and Hauses of Sob Satisfaction" in 6unnette &%6% (Eds)

Candboo$ of 8ndustrial and +rgani,ational <sychology -and &cDally 1and 2cNally & !ompany is the preeminent .merican publisher of maps atlases and globes for tra!el reference commercial and educational uses% 8t also pro!ides online consumer street maps and directions as 'ell as commercial transportation routing soft'are and mileage data% Hhicago 82% 2oc$e E% .% Sha' (% D% Saari 2% &% 1 2atham @% <% (/0E/) "@oal Setting and Tas$ <erformance" <sychological "ulletin 00 (/): /2A>A2% &acey C% &% 1 Schneider "% (200E) "The &eaning of Employee Engagement" 8ndustrial and +rgani,ational <sychology /: )>)0% &artin$o &% 1 @ardner W% 2% (/0E2) "2earned Celplessness: an .lternati!e E3planation for <erformance 6eficits" .cademy of &anagement -e!ie' 7(2): /0A>220% &aslach H% 1 2eiter &% <% (/007) "The Truth about "urnout: Co' +rgani,ations Hause <ersonal Stress and What to 6o about 8t" in Shirey &% -% (2004) "Stress and Hoping in Durse &anagers: T'o 6ecades of -esearch" Dursing Economics 2# (#): /0)>20)% &ay 6% -% @ilson -% 2% 1 Carter 2% &% (200#) "The <sychological Honditions of &eaningfulness Safety and .!ailability and the Engagement of the Cuman Spirit at Wor$" Sournal of +ccupational 1 +rgani,ational <sychology 77: //>)7 +,er E% &% 1 "andura .% (/000) "&echanisms @o!erning Empo'erment Effects: . Self> Efficay .nalysis" Sournal of <ersonality and Social <sychology AE: #72>E4% -afaeli .% 1 Sutton -% 8% (/0E7) "The E3pression of Emotion as <art of the Wor$ -ole" in (ahn W% (/000) "<sychological Honditions of <ersonal Engagement and 6isengagement at Wor$" .cademy of &anagement Sournal )) (#): 402>72#% -hoades 2% Eisenberger -% 1 .rmeli S% (200/) ".ffecti!e Hommitment to the +rgani,ation: the Hontribution of <ercei!ed +rgani,ational Support" Sournal of .pplied <sychology E4(A): E2A>)4% -igotti T% Schyns "% 1 &ohr @% (200E) ". Short Kersion of the +ccupational Self>efficacy Scale: Structural and Honstruct Kalidity construct !alidity n the degree to 'hich an e3perimentally>determined definition matches the theoretical definition% .cross Bi!e Hountries" Sournal of Hareer .ssessment /4 (2): 2)E>AA% Sa$s .% &% (2004) ".ntecedents and Honse=uences of Employee Engagement" Sournal of &anagerial <sychology 2anagerial *syc#ology is one course or subdiscipline of <sychology or &anagement focusing the understanding the psychological insight for the managers% ee also +rgani,ational studies (urt 2e'in

.braham &aslo'

Brederic$ Winslo' Taylor

2/ (7): 400>/0% Schaufeli W% Salano!a &% @on,a7le,>-oma K% 1 "a$$er .%"% (2002) "The &easurement of Engagement and "urnout: a T'oSample Honfirmatory Bactor .nalytic &d3. 1. factor analytic > of or relating to or the product of factor analysis factor analytical .pproach" Sournal of Cappiness Studies ): 7/>02% Schneider "% (/0E7) "The <eople &a$e the <lace" <ersonnel <sychology #0: #)7>A)% Sch'ar,er -% 1 Buchs -% (/00A) "Hhanging -is$ "eha!iours and .dopting Cealth "eha!iours: The -ole of Self>>efficacy "eliefs" in Schyns "% 1 !on Hollani @% (2002) ". De' +ccupational Self >efficacy Scale and 8ts -elation to <ersonality Honstructs and +rgani,ational Kariables" European Sournal of Wor$ and +rgani,ational <sychology // (2): 2/0>#/% Schyns "% 1 !on Hollani @% (2002) ". De' +ccupational Self >efficacy Scale and 8ts -elation to <ersonality Honstructs and +rgani,ational Kariables" European Sournal of Wor$ and +rgani,ational <sy>chology // (2): 2/0>#/% Seeman &% (/072) ".lienation and Engagement" in Hampbell .% 1 Hon!erse <% (Eds%) The Cuman &eaning of Social Hhange -ussell Sage 1ussell age (# .ugust /E/4 > 22 Suly /004) 'as a financier and politician from De' Xor$% Sage 'as born at Kerona in +neida Hounty De' Xor$% Ce recei!ed a public school education and 'or$ed as a farm hand until he 'as /A 'hen he became an errand boy in a grocery conducted Boundation De' Xor$% Se$aran J% (/002) -esearch &ethods for "usiness: . S$ill>building .pproach Sohn Wiley ,o#n 4iley may refer to: Sohn Wiley 1 Sons publishing company Sohn H% Wiley .merican ambassador

Sohn 6% Wiley Hhancellor of the Jni!ersity of Wisconsin>&adison Sohn &% Wiley (/E#4Y/0/2) J%S%

1 Sons De' Xor$% Shelton S% C% (/000) "6e!eloping the Honstruct of @eneral Self>efficacy" <sychological -eports 44: 0E7>0#% Sta' "% &% 1 -oss S% (/0EA) "Stability in the &idst &dv. 1. in t#e midst > the middle or

central part or point5 "in the midst of the forest"5 "could he 'al$ out in the midst of his pieceV" midmost of Hhange: . 6ispositional .pproach to Sob .ttitudes" Sournal of .pplied <sychology 70: #40>E0% Thomas (% W% 1 Kelthouse "% .% (/000) "Hogniti!e Elements of Empo'erment" .cademy of &anagement -e!ie' /A: 444>E/% Tierney <% 1 Barmer S% &% (2002) "Hreati!e Self>>efficacy: 8ts <otential .ntecedents and -elationship to Hreati!e <erformance" .cademy of &anagement Sournal #A (4): //)7>#E% Welbourne T% (2007) "Engagement: "eyond the Bad and into the E3ecuti!e Suite" 2eader to 2eader ##: #A>A/% Surya <ra$ash <ati (Email: sppatiZgmail%com) is a 6octoral Scholar 1 <an$a? (umar (Email: pan$aiZiiml%ac%in) is <rofessor at the 8ndian 8nstitute of &anagement>>2uc$no'