Online ISSN: 2515-8260

Keywords : Perceived organizational support


Human Resources Practice and Employee Engagement: The Mediation of Organizational Support and Employee Satisfaction

Ary Ferdian; Elvira Azis; Arif Partono Prasetio; Muhammad Iqbal Darmawan

European Journal of Molecular & Clinical Medicine, 2020, Volume 7, Issue 10, Pages 1576-1590

Employee’s engagement become interesting topic in the field of organizational behavior. And it is imperative for organization to develop higher engagement. Current study examined the mechanisms that explain the relationship between effective human resource practice and employee engagement. It focuses especially in exploring the mediating role of organizational support and employee satisfaction in those relationships. Data collected using online questionnaire from 231 telecommunication employees in Jakarta and were analyzed using macro process to determine the causal relationship. Result reveals that perceived support and employee satisfaction fully mediate the relationship between effective human resource practice and employee engagement. Partial and sequential mediation effect of both mediators works as the antecedent of dependent variable. The study provides information and practical explanation for managers in telecommunication industry about why and how employee engagement can be enhanced. Future studies still needed to test wider participants from other branches in Indonesia to find out whether our findings can also be found in different circumstances using other method like structural equation model

The Moderating effect of Perceived Support in the Link among Work Engagement and Turnover Intention: Evidence from Nigeria

Paul Dung Gadi; Daisy Mui Hung Kee

European Journal of Molecular & Clinical Medicine, 2020, Volume 7, Issue 3, Pages 180-190

The purpose of this research is to test the moderating effect of perceived support in the link connecting work engagement and turnover intention. A set of 360 surveys was given out to academics in the tertiary institutions in Nigeria and SmartPLS to test the hypotheses. The results verified the effect of supervisor support moderates the effect of work engagement on turnover intention whereas organizational support was not supported. Therefore, to validate the findings, a longitudinal study is required. Future studies should aim to consist of public/private higher institutions of learning in Nigerian. This study supports evidence for supervisors intervening effect on the link connecting work engagement and turnover intention in higher institutions of learning in the country. This paper provides theoretical evidence and a managerial base for potential scholars since Nigeria lacks investigations on moderating impact on distinctive effects.