Psychological Empowerment,Work Engagement and Turnover Intention: The Role of Leader Relations and Role Clarity in a Financial Institution

This study investigated the relationship between leader-member exchange, role clarity, psychological empowerment, engagement and turnover intention within a financial institution in South Africa. A cross-sectional survey design was used. A convenience sample (N = 278) was taken (males =31%, females =60%; 88% younger than 35 years; 57% with 2–5 years service) from the total population (N = 889). They completed the Leader-Member Exchange Questionnaire (Liden, Wayne, & Stilwell, 1993) Role Conflict and Ambiguity Questionnaire (Rizzo, House, & Lirtzman, 1970), Measuring Empowerment Questionnaire (Spreitzer, 1995), Engagement Questionnaire (May, Gilson, & Harter, 2004) and Intention-to-leave Scale (Sjöberg & Sverke, 2000). A path model was tested with SPSS to determine the relationships of the variables. Furthermore, a theoretical model was tested through the use of structural equation modelling (Arbuckle, 2008). The latent variables included LMX (consisting of two parcels), role clarity (consisting of two parcels), psychological empowerment (consisting of four variables, namely meaning, competence, impact, and self-determination), work engagement (consisting of two parcels), and turnover intention (a manifest variable). Role clarity mediated the relationship between leader-member exchange and psychological empowerment, while psychological empowerment mediated the relationship between role clarity and work engagement as well as turnover intention. Leader-member relations lead to better understanding of roles, while role clarity empowers and engages employees.     

Team innovation and team effectiveness: The importance of minority dissent and reflexivity

Past research suggests that minority dissent in teams may foster team innovations. It is hypothesized, however, that minority dissent would predict team innovations only when teams have high levels of reflexivity - the tendency to overtly reflect upon the group's objectives, strategies, and processes and adapt them to current or anticipated circumstances. This hypothesis was tested in a field study involving a heterogeneous sample of 32 organizational teams performing complex, ill-defined tasks. Results showed more innovation and greater team effectiveness under high rather than low levels of minority dissent, but only when there was a high level of team reflexivity. Avenues for future research are discussed.     

Ukuphepha: A Multi-level Community Engagement Model for the Promotion of Safety,Peace and Health

This article aims to describe a theoretically-informed community engagement model which delivers a suite of child safety, peace and health interventions.We provide an overview of critical concepts that inform the community engagement approach that underpins the implementation of the Ukuphepha Child Safety, Peace and Health Programme (UCSPHP), in low-income neighbourhoods just outside Johannesburg, and on the periphery of Cape Town, South Africa. Our analysis is framed within a participatory approach and suggests the importance of six interconnected community engagement pathways: relationship-building; community-centred learning; social justice and contextual congruence; the facilitation of democratic traditions; strengthening the case for community services; and the affirmation of local social economies.     

Community Engagement as Liberal Performance,as Critical Intellectualism and as Praxis

This article aims to illustrate that engagement is a dynamic and evolutionary process, moulded by contesting ideological, social actor and contextual forces. For purposes of illustration, I draw on a university-affiliated, participatory enactment of community engagement as a case example. The case illustrates that community engagement may assume a form of action, critical intellectualism and praxis. As action, community engagement is oriented towards performance of liberal democracy. Community engagement, as shaped by the critical intellectualism of the Black Consciousness philosophy, reflects community self-affirmation, autonomy and intellectual independence. Community engagement as praxis may be characterised by reflexivity, vision-making and the building of interpersonal relationships. Community engagement is marked by a dynamic interplay between race, power and counter-hegemonic ideology.     

Helping Children Access and Use Services: A Review

High rates of dropping out from mental health services are documented for children and their families. These high rates exist at different treatment stages, in different service settings, and for different populations of children and families. Some researchers have developed and tested engagement interventions to address barriers to service access and use and increase participation in services by children and their families. Studies of engagement interventions for children and their families are critically reviewed in this paper. Overall, the engagement interventions were effective in increasing attendance at first appointments. Only those with an ecological and total service delivery approach reduced the drop-out rate. However, even then, the drop-out rate was 26% to 29%. Suggestions for future research are made, including ascertaining from children and families their reasons for quitting or staying in treatment, comparing the outcomes of drop-outs with the outcomes of those who remain in treatment, developing and testing conceptual models of engagement for subgroups of at-risk children and their families, and examining the cost-effectiveness of engagement interventions.     

State work engagement and state affect: Similar yet distinct concepts

State work engagement (SWE), a multidimensional construct of work-related well-being, was originally conceptualized as a trait, but diary studies have revealed substantial within-person fluctuations. Given that SWE is conceptualized as a work-related affective-motivational construct, the question arises as to whether SWE can be differentiated from other affective constructs. Thus, the goal of the present study was to compare SWE and state affect with respect to their degree of within-person variability and to examine their distinct relationships with health and performance variables (i.e., sleep quality and job performance). Fifty-two employees (44% female) participated in the study, which included 3 assessments per day over the course of 2 weeks. Our results revealed that energetic arousal and tense arousal fluctuated more strongly within days than vigor and absorption. Multilevel analyses demonstrated that high sleep quality predicted higher state affect but not higher SWE. In addition, vigor exhibited an inverted U-shaped relation with performance. In sum, SWE as a time-varying construct showed some overlap with state affect but also demonstrated discriminant validity.     

The curvilinear effect of work engagement on employees' turnover intentions

Numerous studies have shown the positive consequences of work engagement for both organisations and employees experiencing it. For instance, research has demonstrated that work‐engaged employees have lower levels of turnover intentions than non‐engaged employees. However, in this research, we examined whether there is a dark side of work engagement. More precisely, we investigated whether the relationship between work engagement and employees' turnover intentions might be non‐linear. Based on two different samples, our results indicated that the relationship between work engagement and employees' turnover intentions is curvilinear. The theoretical and practical implications of these results are discussed.     

Creative Cognitive Processes in Higher Education

This paper explores whether or not students in higher education settings are using creative cognitive processes, how these processes are related to deep approaches to learning, and in what types of settings and students these processes are most prevalent. Data collected from 8,724 students at 17 institutions participating in the 2010 National Survey of Student Engagement suggests that first‐year and senior students employ several different creative cognitive processes in their everyday activities. Results from exploratory and confirmatory factor analyses suggest two distinct types of processes: deliberate creative processes and intuitive cognitive processes. Additional analyses indicate significant positive relationships between both types of creative processes and deep approaches to learning, as well as statistically significant differences in the use of creative processes based on gender, enrollment type, and type of institution. Potential reasons for and implications of these findings are discussed.     

The relationship between perceived organizational support and proactive behaviour directed towards the organization

Numerous studies have shown that perceived organizational support has positive consequences on both employees and organizations. However, no study has examined the causal relationship between perceived organizational support and proactive behaviour directed towards the organization and few studies have identified potential mechanisms underlying this relationship. We first investigated the direction of causality between perceived organizational support and proactive behaviour, and hypothesized that perceived organizational support leads to proactive behaviour directed towards the organization. Second, based on social exchange and motivational perspectives, we examined two potential mechanisms underlying this relationship, i.e., felt obligation and work engagement. Employees from a Belgian Federal Public Service were invited to take part in a three-wave longitudinal survey. Using a cross-lagged panel design, our results (N = 1963) revealed that Time 2 perceived organizational support was positively related to Time 3 proactive behaviour towards the organization, whereas the reverse was not true. Additionally, our results (N = 1293) showed that Time 2 felt obligation and Time 2 work engagement mediated the positive relationship between Time 1 perceived organizational support and Time 3 proactive behaviour directed towards the organization.