Relationship between job demand and job resources on employees' work engagement in HVAC Industry in Malaysia

Relationship between job demand and job resources on employees' work engagement in HVAC Industry in Malaysia

Employee engagement has become a contentious issue in the current economic climate, especially when companies lose critical talent in times when they most need to retain their knowledge capital if they are to remain competitive during an economic downturn. The present study was conducted to achieve...

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Main Author: Rashifah, Kamaruddin
Format: Thesis
Language:eng
eng
Published: 2013
Subjects:
HD58.7 Organizational Behavior.
Online Access:https://etd.uum.edu.my/5175/1/s809162.pdf
https://etd.uum.edu.my/5175/2/s809162_abstract.pdf
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id my-uum-etd.5175
record_format uketd_dc
institution Universiti Utara Malaysia
collection UUM ETD
language eng
eng
advisor Mohd Isa, Mohd Faizal
topic HD58.7 Organizational Behavior.
spellingShingle HD58.7 Organizational Behavior.
Rashifah, Kamaruddin
Relationship between job demand and job resources on employees' work engagement in HVAC Industry in Malaysia
description Employee engagement has become a contentious issue in the current economic climate, especially when companies lose critical talent in times when they most need to retain their knowledge capital if they are to remain competitive during an economic downturn. The present study was conducted to achieve two objectives: a) to examine the relationship between Job Demand (work load and work pressure) and work engagement; and b) to identify the relationship between Job Resources (performance feedback, support from colleagues and supervisory coaching) and work engagement. Therefore, the survey was conducted among 135 exempt staff of HVAC Industry in Malaysia. Data were gathered through questionnaires and was being analyzed by using Statistical Package for Social Science (SPSS) version 19. Furthermore, the result form the Pearson Correlation Coefficient shows that only Job Resources has a signification relationship with work engagement. which p<0.01. Anyway, job demands has negative relationship with work engagement but it is not significant since the p>0.05. Linear regression also shows that 76.8% of the variance of the perception of work engagement was explained by performance feedback, support from colleagues and supervisory coaching. Thus, it is crucial for the organization to put a great emphasize on the significant roles played by job resources to increased employees engagement in HVAC Industry in Malaysia
format Thesis
qualification_name masters
qualification_level Master's degree
author Rashifah, Kamaruddin
author_facet Rashifah, Kamaruddin
author_sort Rashifah, Kamaruddin
title Relationship between job demand and job resources on employees' work engagement in HVAC Industry in Malaysia
title_short Relationship between job demand and job resources on employees' work engagement in HVAC Industry in Malaysia
title_full Relationship between job demand and job resources on employees' work engagement in HVAC Industry in Malaysia
title_fullStr Relationship between job demand and job resources on employees' work engagement in HVAC Industry in Malaysia
title_full_unstemmed Relationship between job demand and job resources on employees' work engagement in HVAC Industry in Malaysia
title_sort relationship between job demand and job resources on employees' work engagement in hvac industry in malaysia
granting_institution Universiti Utara Malaysia
granting_department Othman Yeop Abdullah Graduate School of Business
publishDate 2013
url https://etd.uum.edu.my/5175/1/s809162.pdf
https://etd.uum.edu.my/5175/2/s809162_abstract.pdf
_version_ 1776103670292676608
spelling my-uum-etd.51752023-05-23T07:41:13Z Relationship between job demand and job resources on employees' work engagement in HVAC Industry in Malaysia 2013 Rashifah, Kamaruddin Mohd Isa, Mohd Faizal Othman Yeop Abdullah Graduate School of Business Othman Yeop Abdullah Graduate School of Business HD58.7 Organizational Behavior. Employee engagement has become a contentious issue in the current economic climate, especially when companies lose critical talent in times when they most need to retain their knowledge capital if they are to remain competitive during an economic downturn. The present study was conducted to achieve two objectives: a) to examine the relationship between Job Demand (work load and work pressure) and work engagement; and b) to identify the relationship between Job Resources (performance feedback, support from colleagues and supervisory coaching) and work engagement. Therefore, the survey was conducted among 135 exempt staff of HVAC Industry in Malaysia. Data were gathered through questionnaires and was being analyzed by using Statistical Package for Social Science (SPSS) version 19. Furthermore, the result form the Pearson Correlation Coefficient shows that only Job Resources has a signification relationship with work engagement. which p<0.01. Anyway, job demands has negative relationship with work engagement but it is not significant since the p>0.05. Linear regression also shows that 76.8% of the variance of the perception of work engagement was explained by performance feedback, support from colleagues and supervisory coaching. Thus, it is crucial for the organization to put a great emphasize on the significant roles played by job resources to increased employees engagement in HVAC Industry in Malaysia 2013 Thesis https://etd.uum.edu.my/5175/ https://etd.uum.edu.my/5175/1/s809162.pdf text eng public https://etd.uum.edu.my/5175/2/s809162_abstract.pdf text eng public masters masters Universiti Utara Malaysia AON Hewitt -2012 Trends in Global Employee Engagement. Bakker, A.B. (2010). Engagement and job crafting: Engaged employees create their own great place to work. In S. Albrecht (Ed.), Handbook on employee engagement (pp. 229–244). Bakker, A.B., & Bal, P.M. (2010). Weekly work engagement and performance: A study among starting teachers. Journal of Occupational and Organisational Psychology, 83, 189–206. doi:10.1348/096317909X402596. Bakker, A.B. and Demerouti, E. (2007), “The job demands-resources model: state of the art”, Journal of Managerial Psychology, Vol. 22, pp. 309-28. 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