Mediating Effect of Job Resources on Psychological Wellbeing and Employee Engagement- Centric to Public Sector Telecom in Pandemic, India

 

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.

 

ABSTRACT:

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.

 

 

 

INTRODUCTION:

Corona Virus is first found in DEC-2019 in Wuhan, China after that WHO announced a Public Health emergency on 30-01-2020 on International wide and declared it as a Pandemic on 11-03-2020. It was the 6^th Public Health emergency announced by WHO further drastic spread of the virus in almost all courtiers. In India first Coronavirus detected on 30-01-2020, but the present scenario number of cases is increasing very fast and after a few days India will be in the Top-10in the list. Indian Government has taken the utmost care to protect people from this dangerous situation.

 

Up to now no one can be expected or imagined the effect of the Coronavirus pandemic. Presently most of the focus is on creating awareness on spreading and increasing the immunity system. Meanwhile, most of the countries are in a pandemic situation. All humankind is on house arrest no one willing to move outside and everyone praising the work dedication of Doctors, Hospital staff, and police but one more man who is working for us is hidden. He is also working day and night for establishing communication with one and another and also with the office is none other than a telecom employee simply a teleco.

 

Zhang and Wang (2008)¹ explored the work home facilities creates an impact on employee psychological status. Golden et al.,(2008)² explained that isolation of employees causes sudden decay of talent and self-efficiency on their skills. Mulki and Jaramillo (2011)³ discussed on telecom employees work from home creates emotional challenges due to a lack of direct interaction among employees. An interaction at working places enhances organization culture and increase coordination and cooperation (Cooper and Kurland, 2002)⁴. Meijman and Mulder (1998)⁵ stated job resources is the motivator in different work environments for an employee for a better outcome. Schaufeli and Bakker (2004)⁶ concluded job resources are a strong predictor of Engagement. Jyoti S., Rajib L. D., (2016)⁷ explored by providing proper job resources Job retention can be increased.

 

Most of the researchers emphasize the relationship between Psychological well-being and Engagement, Job Resources and Engagement, and very few among the three. So this research focused on identifying relational models among three and especially in COVID-19 pandemic time. To fill this research gap we framed Objectives based on the JDR Model (Bakker and Demerouti, 2007)⁸ and the theory of Conservation of resources (Hobfoll et al., 2003)⁹ by identifying key variables from the Organization's side as Job resources employee personal side as Psychological wellbeing.

 

The Context:

On 30-01-2020 first Coronavirus case was reported in India. Initially, it started slowly spreading over India. On 22-03-2020 India is under Janatha Curfew by the call Indian Prime Minister. Further from 24^th March onwards pandemic phases started. Table 1 Showing all the COVID-19 cases statewide as of now. Initially, exemptions for Medical facilities and emergency services like the Telecom sector are considered later slowly these exemptions are increased. But Inter and Intra State/City Transport is completely closed. Mass Gatherings are completely restricted by closing Shopping malls, Cinema theaters, etc., and telecasted the importance of Social Distance. Most of the companies encouraged their employees to work from home including the government sector also. But from June month onwards unlock down started but employees not yet started to work at the office or move outside. Psychologically they are feeling working at home is good for their families and organizations also. So To assess the Psychological states and engagement levels and various job resources provide to employees are analyzed in this research paper-centric to Government Telecom employees.

 

Impact of Psychological wellbeing on Employees:

Work from home creating a new Avatar of employees residing at home and helps to defend coronavirus, with add on advantage of free from traffics jams and pollution. Meanwhile even residing at home is just for namesake because most of the time they are attached to Phone and Computer. This means physically they may at home but mentally they are arrested for office works. This may lead to disturbing the work-life balance adversely impact the psychological well-being of employees.

 

Some of the expert opinions are:

·        "The implications of unusual new work - life cycle on the mental well-being of millions of employees can't be ignored. Employees will have many concerns, worries, and feeling vulnerable to a great extent in this perilous period for the business sector", said Pakhre (AIIMS).

 

·       "Organization policies and risk management approach should comprise a strategy for enhancing the psychological health of employees. If we sense protected, it will help to beat the harmful effect of the pandemic, which threatens our health and financial stability", added Mohan Joshi. Bangalore based Telecom sector employee.

 

Impact of Job Resources on Employees:

The organizations are surveying their approaches to ensure that your web-based life strategy is appropriately characterized for this emergency. It ought to give clear rules concerning how representatives can discuss your business and the effect of COVID-19 on tasks and worker wellbeing and security. Give workers an inner correspondence channel to report what they are seeing and feeling inside the association to guarantee direct correspondence as an option in contrast to online networking. Simultaneously, a powerful web-based social networking checking system may assist you in identifying rising issues that are influencing your clients, markets, and creation districts. Think about the wellsprings of data in the work environment. Falsehood in the media has made specific difficulties for associations reacting to infection flare-up. Businesses ought to turn into the wellspring of precise, opportune, and proper data for their workers. Consider making your news divert in the work environment dependent on solid wellsprings of data.

 

Work through the most troublesome situations (for instance, if there is a need to close workplaces or some creation lines) and plan suitable interchanges for your representatives ahead of time. Your assignment is to give a valuable reaction, and not a disorganized correspondence with workers, or no correspondence by any means. Think about potential situations for impermanent staff decrease (for instance, through the presentation of the unpaid excursion, similar to the case with the Ukrainian bosses in 2008-2009). Be that as it may, be extremely mindful about making brutal, disagreeable choices about staff decrease. The emergency will pass, yet improper choices or conduct of organization pioneers in a period of emergency will have an enduring negative effect on business.

 

LITERATURE REVIEW:

Review on Role of Job Resources on Employee Engagement:

In the beginning, the importance of employee engagement was analyzed by many researchers from European nations and centric to the US.  Employee engagement is one step ahead of employee satisfaction (Vakula Kumari, 2011)¹⁰. Employee Engagement is an important factor that contributes increase in productivity of an organization. An organization having engaged employees has many advantages over their competitors as there exits good customer experience, resulting in increased productivity, in turn increasing the revenue and therefore creating a good bond between management, employees and customers (Vijay Anand et. al, 2017)¹¹. Meanwhile spreading of research in global era engagement research entered into the Asian organizational Perspective. (e.g. Shimazu et. al., 2008)¹². Claudia Kumala Christi et.al., (2020)¹³ examined the Telecom employees of Indonesia and stated that Job resources will act as an extrinsic motivator to engage the employees at a good level and which is influencing the job performance to the same extent. So if we provide suitable resources employees can be motivated to engage them. Malinowska, Diana and Tokarz, Aleksandra. (2020)¹⁴ examined outsourcing employees of Poland and stated that considering the Job Resources as motivating factor better engagement of employees. If you provide correct job resources it will trigger the employees to move forward the employees to work more than we expect nothing but engaged. Abdul Talib Bon and A. M. Shire (2017)¹⁵ examined Telecom sector employees of Malaysia and stated that the Role of Job Resources on work Engagement is highly correlated and mainly that Job resources like skill variety, task identity are influencing the work engagement. Albrecht, Simon and Su, Mandy. (2012)¹⁶ examined Chinese telecommunications employees and stated that JD-R helps understand the influence of Job resources on Engagement and also in his study explored the mediating role of Meaningfulness with Job resources on Employee Engagement.

 

Stone and Deadrick (2015)¹⁷ explained that the transformation of the global economy and technology support may lead to the creation of new job resources which is very much essential for engagement. Job resources positively affects employee perceived service quality perception, and reduces their turnover intentions, service organizations need to continuously monitor the job resource dimensions to facilitate their service oriented environment which in turn positively effects employees evaluation of their service quality and negatively effects their turnover intentions (Mushtaq A Siddiqi, 2015)¹⁸. Schaufeli WB, and Taris TW (2014)¹⁹ stated that job resources are significant, they are directed either among heterogeneous examples or among moderately little homogeneous Tests comprising of representatives of a solitary association. In this manner, they may disregard potential contrasts across segments. Brauchli et al(2013)²⁰ stated that the transformation of Job resources like job control, task significance, etc... Causes a variation in employee engagement in a stipulated time frame and may lead to a change in relations. Hansez and Chmiel (2010)²¹ examined the Energy sector industry in Belgium and stated that the relationship between job resources with burnout and employee engagement is strong by explaining employees are more engaged when they are having good job resources.

 

Review on Role of Psychological Wellbeing on Employee Engagement:

Engaged employees are associated with higher job satisfaction and performance, better retention leading to lower operating costs, higher employee satisfaction and higher profitability (Malati, Priyanka Singh, 2019)²². Job Attitudes and leader member relationship quality enhance individual and organizational outcomes (Owais Ahmed, 2017)²³. . Employee engagement and effectiveness could prove to be an excellent parameter to assess the health of the organization as such with regards to satisfaction, innovation, commitment, retention and productivity (Arnab Kumar Samanta, 2021)²⁴. employee engagement is the single most important factor that unlocks the hidden potentials of the employees and inspires them to write success stories in a way that they can claim as their own (Shweta Jha, 2019)²⁵. Organizational Effectiveness is highly influenced by the Employee engagement (G. Mallika, V. Tulasi Das, 2020)²⁶. Organisational citizenship behaviour has significant impact on employee engagement (Nayeema et. al, 2021)²⁷.

 

Abdirahman Mohamud Shire and Abdul Talib Bin Bon (2020)²⁸ examined telecom employees of Malaysia and stated that all dimensions of Psychological Well-being are strongly associating with engagement. So better engagement of employees he suggested take utmost care on Personal resources. Jung Mi Kang and Jeong-Ok Kwon (2017)²⁹ examined medium and small hospital nurses in Korea and stated that the convergent factors for predicting engagement in psychological well being very closely associated with it. Along with Psychological wellbeing, he also suggested Psychological capital also had a good association with work engagement. Herrera, Dora. (2014)³⁰ conducted research in Firefighters of Peru, South America where there work for volunteers without any benefit and suggested that one of the psychological variables is Motivation which is very much closely attached to Psychological wellbeing. This type of employee is easily entered into the engagement zone and effective in achieving goals.

 

White, E. (2011)³¹ examined the teachers and community workers appointed by charitable organizations in Plymouth, England and he stated that work engagement can be better achieved by controlling work stress and moderating the psychological wellbeing with the support of the JD-R model. Psychological detachment and work stress is a predictor of psychological well being in the work area. Adekola, B. (2011)³² examined in University Staff Nigerian Universities and stated that work nature should be positive and psychological well being of individuals are the main factors that impact the engagement. so by establishing effective human resource management practices the levels of engagement increased far better compared to earlier. Robertson, Ivan and Cooper, Cary. (2010)³³ explored full engagement and he suggested that employee commitment and citizenship lead to engagement but not completely explaining the engagement in a full part. So to cover the missing percentage he psychological wellbeing is the variable that helps to explain full engagement.

 

RESEARCH GAP:

COVID-19 pandemic completely broken employee’s life, they are facing new challenges, fear about job and present and future wellbeing. Considering this account the significant variables that are identified for this study are Psychological wellbeing and Job resources and its role in Employee Engagement. Meanwhile, Most researchers focused on identifying the role of this variable on another and very few addressed the issue of the role of three variables with one another. So This research completely focusing on the mediation model on Employee Engagement, Psychological wellbeing, and Job resources concerning filling the gap of JD-R Model and Theory of Conversation Resources with special reference to Indian Government Telecom Employees within COVID-19 Pandemic time.

 

OBJECTIVES OF THE STUDY:

Based on the presented discussions following Objectives are formulated

1.     To examine the relationship between PWB, EE, and Job Resources with reference Public sector telecom employees in COVID-19 Pandemic time.

2.     To analyze mediating effectof  Job Resources on PWB and EE with reference Public sector telecom employees in COVID-19 Pandemic time.

 

Hypothesis:

The research initially examines whether a significant relationship exists between variables concerning Employees of Public Sector Telecom Company in India. To achieve this objective, the following hypotheses are set forth:

 

H1a: There exists a Significant Positive relation between Psychological wellbeing and Employee Engagement.

 

H2a: There exists a Significant Positive relation between Job Resources and Employee

Engagement.

 

H3a: There exists a Significant Positive relation between Job Resources and PWB After finding the relationships among Constructs, the following hypotheses are set forth:

 

H4a: Employee Engagement has mediating effect on Job Characteristics and OCB based on this, all this Hypothetical model was constructed shown in Fig-1.

 

Fig1. Hypothesized Model

 

Fig 2 Measurement Model

 

Fig3 SEM

 

Fig 4 Mediation Model

 

RESEARCH METHODOLOGY:

Source of Data and Sample Justification:

For this research, Primary data was collected from the framed questionnaire with the help of adopted Scaled items, the same was distributed to Public sector Telecom employees with the help of goggle forms. Before fillings forms, we have clearly explained the Questionnaire via Phone calls. The sample size was determined from Robert V Krejice's (1970)³⁴ sample is 382 for 65,000 Population and a purposive sampling method of sampling technique is used.

 

Variables of the study:

For the Measurement Variables, standard scales are adapted from literature, PWB is assessed with Ryff and Keyes (1995)³⁵ scale with 6 subscale items, Job Resources are measured with two specific scales, Job Content Questionnaire (Karasek et al.,1998)³⁶ for decision latitude and Coworker Support and Effort-Reward Imbalance Questionnaire was used to assess rewards (Siegrist et al., 2004)³⁷. Employee Engagement was assessed with the UWES (Schaufeli, Bakker, and Salanova, 2006)⁶ with three subscale items. All scales are code according to the Likert scale.

 

Testing of Hypothesis H1a to H3a:

Table-2 Reporting the correlation among the observed values, along with Mean and Standard Deviation. All variables are positively correlated and among three Job Resources strongly correlating with Psychological Wellbeing compare to others. Scale reliability was measured with Cronbach’s alphas shown on the intersections. It lies from 0.832,0.867 and 0.922 and these values good to accept. So we may suggest that all these three variables are mutually correlated.

 

Findings:

·       Job Resources and Employee Engagement has a strong positive correlation among them, r (382) = +.364, p <0.01.

·        PWB and Employee Engagement has a strong positive correlation among them,

r (382) = +..408, p <0.01.

·       Job resources and PWB has a positive correlation among them, r (382) = +.502, p <0.01.

All variables are positively correlated to each other so Alternative Hypotheses (H1a to H3a) are accepted.

 

Testing of Hypothesis H4a

Common Method Bias:

When the model consists of more than two constructs of the questionnaire, participants' responses may lead to spurious correlations (Kamakura, 2010)³⁸, to identify this bias Harman single factor method (Harman, 1960)³⁹ was used. EFA was conducted to load all factors in a single factor to analyze non rotated explanation. The single value from all items was found as 40.96% of the total which is less than 50% (Podsakoff, MacKenzie, Lee, and Podsakoff, 2003)⁴⁰, so it was concluded that the common method bias doesn’t affect the data and results.   

 

CFA and Structural Equation Model Analysis:

During EFA, Principle Component analysis is used as an extraction technique along with Varimax Rotation Method. The Kaiser-Meyer-Olkin Measure of Sampling Adequacy is found as 0.890, p<0.01. All items are loaded with more than an acceptable value of 0.5 with three factors successfully. For the review of CFA, various goodness and badness indices, and the model fit summary was followed Chau, (1997)⁴¹, Table - 3, the Model Modification Indices of χ²/df, GFI, TLI, CFI, and RMSEA are found more than Acceptable reported in Table3.  So the Measurement model is an absolute fit model and good to go for model validation.

 

Table – 4, Reporting Model Validating Parameters, based on Hair et al., (1998) suggests all factors loaded more than 0.7(from Fig3) is good to accept and Construct Validity verified by verifying Convergent validity and Discriminant validity. Convergent validity verified with help of CR(Composite Reliability) and AVE(Average Variance Extracted), same way Discriminant validated with the use of AVE, MSV(Maximum Shared Variance), ASV(Average Shared Variance). So the Model was Construct Validated. 

 

Mediation analysis Findings:

AMOS Software package is used for Mediation analysis. The bootstrap analysis is performed to calculate Total, direct and indirect effects with a bootstrap sample of 1000 with 95% confidence Interval Table - 5 reporting that the impact of PWB on EE without mediation identified as β = .446, p < .01, after that Job Resources introduced as a mediator and the Impact of PWB on EE, is Insignificant β = .315, p > .01. The Indirect effect is Significant with β = .131, p < .01.  So Job Resources impacting the relation among PWB and EE as a Full Mediator.

 

Table 1: COVID-19 INDIA as on : 01 December 2020, 08:00 IST (GMT+5:30)

S. No	Name of State / UT	Active Cases	Cured/ Discharged	Deaths
1	Andaman and Nicobar Islands	99	4550	61
2	Andhra Pradesh	7840	853232	6992
3	Arunachal Pradesh	817	15411	54
4	Assam	3399	208396	981
5	Bihar	5359	227987	1264
6	Chandigarh	1062	16070	277
7	Chhattisgarh	19635	214826	2861
8	Dadra and Nagar Haveli and Daman and Diu	16	3314	2
9	Delhi	32885	528315	9174
10	Goa	1335	45940	688
11	Gujarat	14970	190821	3989
12	Haryana	18362	213336	2428
13	Himachal Pradesh	8289	31584	645
14	Jammu and Kashmir	4965	103565	1694
15	Jharkhand	2016	106171	964
16	Karnataka	23298	849821	11778
17	Kerala	62025	538713	2244
18	Ladakh	809	7489	117
19	Madhya Pradesh	14771	188097	3260
20	Maharashtra	91623	1685122	47151
21	Manipur	3198	21566	281
22	Meghalaya	763	10936	111
23	Mizoram	343	3499	5
24	Nagaland	928	10194	64
25	Odisha	4921	312065	1739
26	Puducherry	460	35898	610
27	Punjab	7842	139442	4807
28	Rajasthan	28653	237098	2312
29	Sikkim	248	4632	109
30	Tamil Nadu	10997	759206	11712
31	Telengana	9627	259230	1461
32	Tripura	592	31764	370
33	Uttarakhand	5059	68505	1231
34	Uttar Pradesh	24099	512028	7761
35	West Bengal	24298	450762	8424
Total#		435603	8889585	137621

 

Table – 2: Correlation among Variables (N=382)

Correlations
	Mean	Std. Deviation	1	2	3
Psychological Wellbeing	24.12	3.64	0.822
Employee engagement	11.55	1.70	.408**	0.832
Job resources	11.33	2.05	.502**	.364**	0.867

**. Correlation is significant at the 0.01 level (2-tailed).

Alpha value for reliability test is shown at the intersection.

 

Table -3: Modification Indices

Model	χ2/df	GFI	TLI	CFI	RMSEA
Measurement Model	2.882	0.938	0.957	0.966	0.070
SEM	2.503	0.948	0.968	0.974	0.063

 

Table – 4: Model Validation

Factor	CR	AVE	MSV	ASV	Convergent Validity		Result	Discriminant Validity		Result
PWB	0.82	0.65	0.31	0.26	CR  > .7	YES	Accepted	MSV < AVE	YES	Accepted
EE	0.84	0.64	0.20	0.18	CR  > AVE			ASV < AVE
JR	0.87	0.69	0.31	0.24	AVE  > .5

 

Table - 5: Mediation Estimates

Relations	Direct Effect	Indirect Effect	Total Effect	Result
	Estimates	Estimates	Estimates
PWB-JR-EE	0.315	0.131**	0.446**	Full Mediation

 

DISCUSSIONS:

The Relationship among variables concluded that PWB and Job Resources together leading better engagement of telecom employees in COVID -19 Pandemic time, as per JD-R Model ((Bakker and Demerouti 2007). Whenever employees are psychotically strong satisfied with job resources vice versa. Overall these results are explaining the motivational nature of improving the engagement of Telecom Employees (Schaufeli and Taris, 2014). In the COVID-19 Pandemic, most of the employees are influenced by others for various fearful reasons, which put their opinion values at a lower level. So management has to take care of the autonomy values of employees by frequent interaction with them online at least, which improves their confidence levels for decision making leads to better engagement.

 

Due to COVID-19 Pandemic, the demands of everyday life changed drastically and most of the employees are feeling management is responsible for further life. At the same time, they are more worried about their personal growth. The basic reason behind this is in the month March-2020, around 80,000 employees have opted for VRS Scheme. Even after VRS still, management has not yet made any structural changes, which creating additional workload and generating huge conflicts and work pressure among present working employees. Hence management must focus on positive relations among employees by conducting online events to establish a good teamwork environment which is very much essential engagement.

 

It's quite obvious that employees are under huge pressure and fearful about their lives due to COVID-19 Pandemic, so management set more focus on organizing programs for enhancing self-esteem and positive attitude towards life. Because many of the employees under weak psychological state and identified as a major lagging variable for better engagement.

 

The mediating variable Job resources are also playing a vital role in understanding engagement. With the help of job resources researcher identified further lagging factors for enhancing engagement. The Skill discretion i.e. most of the employees are feeling that the work nature is repetitive and no scope for creative work. The decision authority and Decision latitude aspects are struggling with the over domination of superior and very little freedom for decision making. Coming to security point, employees under ambiguity due to present management operations delayed payment of salaries, no funds for regular maintenance operations, etc...Creating the most insecure feelings that the organization will survive or not. Hence the management must attain employees' trust by producing a white paper on the actions taking to rebuild the glory of the organization.   

 

CONCLUSIONS:

The present study exploring the importance of Psychological Well-being for engagement but for better engagement some more additional variables are needed. To analyze this new model was constructed by introducing job resources as a mediator. The model was validated and accepted for estimates. Further, it was concluded that in COVID-19 pandemic time the telecom employees Psychological wellbeing impacting Employee engagement and also Job Resources fully mediating the relationship. So the psychological wellbeing enhances the engagement levels of telecom employees but along with job resources organizations can achieve better engagement levels.

 

Limitations and Future Scope of the Study:

The Current Research is restricted to the Literature on engagement by JD-R Theory, Further research may incorporate more variables to get more relationships between Job characteristics and Employee Engagement. For this analysis a simple mediation approach is used further it may extend by adding other mediators and moderators. However, upcoming research should consist of suitable instruments at the structure stage to have the option to utilize elective intervention methods. However Very small fraction of the telecom sector can work virtually, but work from home is a very tedious task. So the findings may alter compare to other studies.

 

The flare-up of coronavirus, COVID-19 turning into a pandemic, the shutdown of monetary exercises, and containment of individuals to their homes have all occurred within a couple of months. In any case, instead of docilely capitulating to the emergency, the human soul aggregately encouraged by proceeding with their occupation in limits as could be expected under the circumstances. People working in adjusted virtual situations communicated diminished profitability regardless of expanded degrees of stress. Nonetheless, we saw flashes of innovativeness in these people who were required by their associations to work during constrained disengagement. While we didn't observe the fulfillment of inventiveness inside this restricted time, we trust associations will use their workers' innovative senses. We likewise accept that a half breed telecommute model will empower ideal and versatile business working in the post-pandemic time.

 

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