İşe adanmanın öncül değişkenlerinin ve sonuçlarının incelenmesi

In the last two decades, the significant role of employee engagement has been reported and discussed in business and academic literature. Studies have been conducted to examine various antecedents and consequences of employee engagement and the influences these antecedents have on employee engagement and productivity. According to global engagement report, only %29 of employees fall into highly engaged category. Economic growth moderates the rate of engagement level and considering the economic growth potential, engagement may have a critical role in organizations success in terms of growth, profitability, and productivity. It would be vital for organizations and its leaders to implement a variety of strategies to drive a higher level of employee engagement. According to The Organization for Economic Co-operation and Development (OECD), 39% of employees in Turkey work very long hours where working 50 hours or more is not a very common across other OECD countries with only 13% average rate. Taking well-being of employees and how they feel about their work into consideration, investigating their employee engagement level also becomes very important subject. These industry findings set the motivation for examining various antecedents and consequences of employee engagement in Turkey to find ways to increase the employee engagement rate. This dissertation utilizes job demand resource model (JD-R) to investigate the role of employee engagement within the study framework. Job demand resource model supports that employee engagement is produced by job resources and job demands. The job demand resource model allows a wide-ranging set of job characteristics because the JD-R model assumes that this variety of job characteristics may influence employees' functioning. The job demand resources model distinguishes any kind of job either as job demands or resources. Job demands refer to the part of the job that needs to get done at physiological or psychological costs, especially if the job requires high effort. Where job resources are the part of the job that reduces the demands and it helps with reaching job objectives and developing personal growth. According to the JD-R model, job resources have the potential for leading high employee engagement. This dissertation uses antecedent variables of interpersonal conflict as job demand, psychological well-being and perceived organizational support as job resources and innovative work behavior as the outcome of positive extra-role behaviors. It also tries to understand the role of employee engagement as a mediator between antecedent and outcome variables. The dissertation framework is tested using a heterogeneous sample of employees working in five different industries in Izmir, Turkey. This nonexperimental, correlation study (N=416) examines the relations among interpersonal conflict, psychological wellbeing, perceived organizational support, innovative work behavior, and employee engagement. A self-report survey is applied to a diverse sampling of organizations from the area of retail, healthcare, banking, service, and hospitality. Participants have responded to scales measuring interpersonal conflict, psychological well-being, and perceived organizational support, innovative work behavior, and employee engagement. Eight hypotheses are set to examine the model. Proposed hypotheses are tested through factor analysis and Structural Equation Modeling procedures. The result of SEM provides partial support for eight hypotheses. The present dissertation has a significant contribution to the literature by taking an integrative approach and examined both job resources and personal resources together in JD-R model. Another contribution is to explore the motivational process of JD-R model to examine how job demands and resources together influence employee engagement. Results suggest that antecedents of the model provided a significant and unique influence on employee engagement. Second, the results indicate that employee engagement mediates the effects of antecedents' variables on innovative work behavior, meaning that a portion of antecedents' variables impact on innovative work behavior, stemmed from its indirect impact through employee engagement. Third the results support the hypotheses that there is a positive relationship between employee engagement and innovative work behavior. This dissertation provides a valuable insight by corroborating and extending prior researchers in two ways. First, the study tests the direct or indirect relationship between chosen antecedent of interpersonal conflict, perceived organizational behavior, employee engagement and innovative work behavior with a Turkish sample. Second, it empirically tests an underdeveloped assumption of three different antecedents' variables effect on innovative work behavior by investigating the role of employee engagement in the proposed relationship between interpersonal conflict, psychological well-being, perceived organizational support, and innovative work behavior.