P. Lova Kumar, B. Sreedhar Reddy, V. Tulasi Das
firstname.lastname@example.org , email@example.com , firstname.lastname@example.org
P. Lova Kumar1, B. Sreedhar Reddy2, V. Tulasi Das3
1Junior Telecom Officer, BSNL, Vijayawada, AP.
2Guest Faculty, Acharya Nagarjuna University, Guntur, AP.
3Assoc. Professor, Acharya Nagarjuna University, Guntur, AP.
Volume - 14,
Issue - 3,
Year - 2023
The current pandemic brought about by COVID-19 has a reason for unexpected disturbance in all human beings. As the nationwide economy and organizations got an extreme blow with this situation, to handle the present pandemic situation Organizations changed employee’s avatar by shifting workforce from office to home. In these new avatar employees, working conditions with limited job resources like Intra/Internet and phone calls may impact engagement levels compared to earlier. Similarly increased working hours, spending more time with office calls at home, and sometimes near-end family emotions may disturb the psychological conditions of employees. So this research focused on employee’s psychological wellbeing and Job resources and its importance in promoting Engagement. In general, for IT employees work from home is a regular practice whereas coming to Telecom employees the scenario is completely different because of the versatile in the job nature so this research focused on the importance of psychological well-being and job resources in promoting Telco’s employee engagement in Indian pandemic time. From the strong support of Theoretical evidence from the Job Demands-Resources model and theory of Conservation resources, Objectives are framed as to identify the Job Resources that mediates the relation between psychological well-being and employee engagement. The study was centric about Public Sector Telecom employees of India of sample 382 for 65,000 Population and a purposive sampling method of sampling technique is used. By distributing a questionnaire with the help of Google forms primary data was collected. Mediation analysis is carried out with the help of AMOS and conformed the Job Recourses fully mediates the relationship between psychological well-being and employee engagement.
Cite this article:
P. Lova Kumar, B. Sreedhar Reddy, V. Tulasi Das. Mediating Effect of Job Resources on Psychological Wellbeing and Employee Engagement- Centric to Public Sector Telecom in Pandemic, India. Asian Journal of Management. 2023;14(3):216-4. doi: 10.52711/2321-5763.2023.00037
P. Lova Kumar, B. Sreedhar Reddy, V. Tulasi Das. Mediating Effect of Job Resources on Psychological Wellbeing and Employee Engagement- Centric to Public Sector Telecom in Pandemic, India. Asian Journal of Management. 2023;14(3):216-4. doi: 10.52711/2321-5763.2023.00037 Available on: https://ajmjournal.com/AbstractView.aspx?PID=2023-14-3-11
1. Zhang, K. and Wang, J. The formation and management of virtual teams in T Telecom Company. Frontiers of Business Research in China. 2008; 2(4): 591-620.
2. Golden, T. D., Veiga, J. F., and Dino, R. N. The impact of professional isolation on teleworker job performance and turnover intentions: Does time spent teleworking, interacting face-to-face, or having access to communication-enhancing technology matter? Journal of Applied Psychology. 2008; 93(6): 1412– 1421.
3. Mulki, J. P., and Jaramillo, F. Workplace isolation: Salespeople and supervisors in USA. International Journal of Human Resource Management. 2011; 22(4): 902–923.
4. Cooper, C. D. and Kurland, N. B. Telecommuting, professional isolation, and employee development in public and private organizations. Journal of Organizational Behavior. 2002; 23: 511–532.
5. Meijman, T.F. and Mulder, G. Psychological aspects of workload’, In Drenth, P.J.D. and Thierry, H. (eds), Handbook of Work and Organizational Psychology: Work Psychology. 1998; 2: 5–33.
6. Schaufeli, W. B., Bakker, A. B., and Salanova, M. The measurement of work engagement with a short questionnaire: A cross-national study. Educational and Psychological Measurement. 2006; 66: 701–716.
7. Jyoti S., Rajib L. D. Factors influencing job performance of nursing staff: Mediating role of affective commitment. Personnel Review. 2016; 45 (1): 161 - 182.
8. Bakker, A. B., Demerouti, E., and Verbeke, W. Using the Job-Demand-Resources Model to predict burnout and performance. Human Resource Management. 2004; 43: 83–104.
9. Hobfoll, S. E., Johnson, R. J., Ennis, N., and Jackson, A. P. Resource loss, resource gain, and emotional outcomes among inner-city women. Journal of Personality and Social Psychology. 2003; 84(3): 632–643.
10. Vakula Kumari. Employee Engagement: A study with reference to Employees of Bharat Aluminum Corporation Company Limited in Korba. Asian J. Management. 2011; 2(4): 165-168.
11. Vijay Anand, C. Vijaya Banu, V. Rengarajan, R. S. Sarayu. Employee Engagement – A Pragmatic Study with Reference to Pharmaceutical Industry, Tamil Nadu. Research J. Pharm. and Tech. 2017; 10(6): 1583-1588.
12. Shimazu, A. et al. Work engagement in Japan: Validation of the Japanese version of the Utrecht Work Engagement Scale, Applied Psychology: An International Review. 2008; 57(3): 510–523.
13. Claudia Kumala Christi, F. Danardana Murwani, and Sopiah. Work engagement as mediators variable affecting performance of the employee promotor pt. World innovative telecommunication Indonesia, International Journal of Business, Economics and Law. 2020; 21(5): 30-36.
14. Malinowska, Diana and Tokarz, Aleksandra. The moderating role of Self Determination Theory's general causality orientations in the relationship between the job resources and work engagement of outsourcing sector employees. Personality and Individual Differences. 2020; 153. 109638. 10.1016/j.paid.2019.109638.
15. Abdul Talib Bon and A. M. Shire. The role of Job resources on work engagement. International Journal of Scientific and Research Publications. 2017; 7(5): 400-405.
16. Simon L. Albrecht; Mandy Jinghe Su. Job resources and employee engagement in a Chinese context: the mediating role of job meaningfulness, felt obligation and positive mood. International Journal of Business and Emerging Markets, 2012; 4(4): 277 – 292
17. Stone DL, Deadrick DL. Challenges and opportunities affecting the future of human resource management. Hum Res Manag Rev. 2015; 25:139–145.
18. Mushtaq A Siddiqi. Frontline Employee Perceived Job Resources, Perceived Service Quality and Turnover Intentions: Some Evidences of Linkages. Research J. Humanities and Social Sciences. 2015; 6(2): 69-79.
19. Schaufeli WB, Taris TW. A critical review of the job demands-resources model: implications for improving work and health. In: Bauer GF, Ha¨mmig O, editors. Bridging Occupational, Organizational, and Public Health: A Transdisciplinary Approach. Dordrecht: Springer Sciencer Business Media. 2014; 1–249.
20. Brauchli R, Schaufeli WB, Jenny GJ, Fu¨llemann D, Bauer GF. Disentangling stability and change in job resources, job demands, and employee well-being: a three-wave study on the Job-Demands Resources Model. J Vocational Behaviour. 2013; 83:117–129.
21. Hansez I, Chmiel N. Safety behavior: job demands, job resources, and perceived management commitment to safety. J Occup Health Psychol. 2010; 15:267–278.
22. Malati, Priyanka Singh. Perceptual Study of Employee Engagement Practices in IT Sector. Research Journal of Humanities and Social Sciences. 2019; 10(2): 319-324.
23. Owais Ahmed. Employee Engagement and Relationship Quality Leading Performance. Research J. Humanities and Social Sciences 2017; 8(4): 387-391
24. Arnab Kumar Samanta. Organizational culture and Employee engagement: A Review of selected studies. Asian Journal of Management. 2021; 12(2): 201-204.
25. Shweta Jha. Transformational Leadership as Predictor of Employee Engagement. Asian Journal of Management. 2019; 10(3): 222-224.
26. G. Mallika, V. Tulasi Das. Impact of Stress on working performance of Nurses and Organizational effectiveness in Hospitals. Asian Journal of Management. 2020; 11(3): 225-232.
27. Nayeema B, Sreedhar Reddy B, Tulasi Das V. Mediating Role of Organisational Commitment on Organisational Citizenship Behaviour and its Impact on Job Satisfaction. Asian Journal of Management. 2021; 12(1): 23-27.
28. Abdirahman Mohamud Shire and Abdul Talib Bin Bon, The Mediating Role of Work Engagement in the Relationship between Personal Resources and Employees’ Job Performance, International Journal of Research and Review, 2020; 4(5): 119-125.
29. Jung Mi Kang and Jeong-Ok Kwon, Convergence Effect of Positive Psychological Capital and Psychological Well-being on Work Engagement of Medium and Small Hospitals Nurses, Journal of the Korea Convergence Society. 2017; 8(4): 89-99.
30. Herrera, Dora. Work Motivation and Psychological Well-being of volunteers and non-volunteers. Revista de Orientación Educacional. 2014; 28: 37-50.
31. White, E. Helping to promote psychological well-being at work: The role of work engagement, work stress and psychological detachment using the job demands-resources model, The Plymouth Student Scientist. 2011; 4(2): 155-180.
32. Adekola, B. Antecedents and Consequences of Work Engagement among Managers and Professionals in Nigeria. Journal of Economics, Management, and Trade. 2011; 1(2): 83-99.
33. Robertson, Ivan and Cooper, Cary. Full Engagement: the Integration of Employee Engagement and Psychological Well-Being. Leadership and Organization Development Journal. 2010; 31: 324-336.
34. Robert V. Krejcie, Daryle W. Morgan. Determining Sample Size for Research Activities, Educational and Psychological Measurement (EPM). 1970; 30(1):607-610.
35. Ryff, C. D. Psychological well-being revisited: Advances in the science and practice of eudaimonia. Psychotherapy and Psychosomatics. 2014; 83(1): 10–28.
36. Karasek, R., Brisson, C., Kawakami, N., Houtman, I., Bongers, P., and Amick, B. The Job content questionnaire (JCQ): An instrument for internationally comparative assessments of psychosocial job characteristics. Journal of Occupational Health Psychology. 1998; 3: 322–355.
37. Siegrist, J., Starke, D., Chandola, T., Godin, I., Marmot, M., Niedhammer, I., and Peter, R. The measurement of effort-reward imbalance at work: European comparisons. Social Science and Medicine. 2004; 58: 1483–1499.
38. Kamakura, W. A. Common methods bias. Wiley International Encyclopedia of Marketing 2. 2010; DOI:10.1002/9781444316568.wiem02033.
39. Harman, H. H. Modern factor analysis. Chicago, IL. University of Chicago Press. 1960
40. Podsakoff, P. M., MacKenzie, S. B., Lee, J., and Podsakoff, N. P. Common method biases in behavioral research: A critical review of the literature and recommended remedies. Journal of Applied Psychology, 2003; 88(5): 879–903.
41. Chau, P. Re-examining a model for evaluating information center success using a structural equation modeling approach. Decision Sciences. 1997; 28(2): 309–333.