Abstract: Emotional Association (EA) Theory deals with the psychological attachment of the employees to their employer as a focal way of awakening employees’ productivity, innovativeness, and creativity towards achieving a common cause within an organization. The objectives of this paper include: to comprehend the forms of motivation at workstation as provided by the Emotion Association Theory; to improve access to the skills relevant for a good working environment; to raise new skills through knowing the power to influence employees; to improve communication skills as well as researching current leaders and their leadership skills. The paper makes use of descriptive and intervention by examining the effect of motivation on employees. The method makes use of psychological EA theory that analyses the 3E leadership model to impact the ability to adopt the organization’s policy and employee productivity. In this case, the method will assess the workplace culture by assessing personal values and qualities that make master manager in organizations. In addition, the method will apply the theory to support the positive work engagement and its successful implementation to effectively influence employee productivity. The findings of this research showcase the significance motivating employees to increase their productivity as provided by the theory. Nonetheless, it improves sense of belonging among workers in a firm since it is employee-oriented. In addition, it works upon unification of workers within a workplace through mutual respect and empathy which promotes competence and policy implementation. Therefore, emotionally related qualities ignite motivation in workers.
Abstract: This paper aims to link together the concepts of job
satisfaction, work engagement, trust, job meaningfulness and loyalty
to the organisation focusing on specific type of employment –
academic jobs. The research investigates the relationships between
job satisfaction, work engagement and loyalty as well as the impact
of trust and job meaningfulness on the work engagement and loyalty.
The survey was conducted in one of the largest Latvian higher
education institutions and the sample was drawn from academic staff
(n=326). Structured questionnaire with 44 reflective type questions
was developed to measure the constructs. Data was analysed using
SPSS and Smart-PLS software. Variance based structural equation
modelling (PLS-SEM) technique was used to test the model and to
predict the most important factors relevant to employee engagement
and loyalty. The first order model included two endogenous
constructs (loyalty and intention to stay and recommend to work in
this organisation, and employee engagement), as well as six
exogenous constructs (feeling of fair treatment and trust in
management; career growth opportunities; compensation, pay and
benefits; management; colleagues and teamwork; and finally job
meaningfulness). Job satisfaction was developed as second order
construct and both: first and second order models were designed for
data analysis. It was found that academics are more engaged than
satisfied with their work and main reason for that was found to be job
meaningfulness, which is significant predictor for work engagement,
but not for job satisfaction. Compensation is not significantly related
to work engagement, but only to job satisfaction. Trust was not
significantly related neither to engagement, nor to satisfaction,
however, it appeared to be significant predictor of loyalty and
intentions to stay with the University. Paper revealed academic jobs
as specific kind of employment where employees can be more
engaged than satisfied and highlighted the specific role of job
meaningfulness in the University settings.
Abstract: The issue of leadership has been investigated from
several perspectives; however, very less from ethical perspective.
With the growing number of corporate scandals and unethical roles
played by business leaders in several parts of the world, the need to
examine leadership from ethical perspective cannot be over
emphasized. The importance of leadership credibility has been
discussed in the authentic model of leadership. Authentic leaders
display high degree of integrity, have deep sense of purpose, and
committed to their core values. As a result they promote a more
trusting relationship in their work groups that translates into several
positive outcomes. The present study examined how authentic
leadership contribute to subordinates- trust in leadership and how this
trust, in turn, predicts subordinates- work engagement. A sample of
395 employees was randomly selected from several local banks
operating in Malaysia. Standardized tools such as ALQ, OTI, and
EEQ were employed. Results indicated that authentic leadership
promoted subordinates- trust in leader, and contributed to work
engagement. Also, interpersonal trust predicted employees- work
engagement as well as mediated the relationship between this style of
leadership and employees- work engagement.
Abstract: The purpose of this study was to investigate the relationship between hope and resilience with work engagement. A total of 422 staff nurses working in three public hospitals in Peninsular Malaysia participated in this study. Statistical results using regression analysis revealed that hope and resilience were positively related to work engagement. Possible reasons for these findings, as well as their implications and future research directions are discussed.