Open AccessDrivers of Employee Engagement and Job Performance
Author(s) -
Phuong Nguyen,
Luan The Vuong,
Han Nu Ngoc Ton,
Hoa Quynh Tran
Publication year - 2020
Publication title -
xi'nan jiaotong daxue xuebao
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.308
H-Index - 21
ISSN - 0258-2724
DOI - 10.35741/issn.0258-2724.55.5.9
Subject(s) - employee engagement , organizational identification , social exchange theory , employee research , structural equation modeling , perceived organizational support , organizational commitment , job satisfaction , psychology , job performance , organisation climate , organizational citizenship behavior , business , public relations , social psychology , political science , computer science , machine learning
In human resource management, employee engagement has played a central role in creating sustainable working environments. The conceptual framework was built on three main theories of social exchange, job demands–resources, and conservation of resources to investigate the drivers of employee engagement and job performance, focusing on the domains of public relations and organizational support. The Partial Least Squares Structural Equation Modeling method was used to analyze the survey of 249 employees working in the aviation sector in southern Vietnam. The findings showed that both organizational identification and perceived organizational transparency had a complementary partial mediating effect on the causal relationship between internal social media and employee engagement. Perceived organizational support had no significant influence on employee engagement. Meanwhile, organizational identification only had an indirect and full mediating effect on the causal relationship between perceived organizational support and employee engagement. Life satisfaction had a complementary partial mediating effect on the causal relationship between employee engagement and job performance. This study provides practical implications for public relations and organizational effectiveness and contributes new knowledge on employee engagement and organizational identification.