The holistic work engagement: A study In indonesia oil palm industry

  • Authors

    • Nopriadi Saputra
    • Sasmoko .
    • Sri Bramantoro Abdinagoro
    2018-10-02
    https://doi.org/10.14419/ijet.v7i4.9.20607
  • Work Engagement, Spirituality, Holistic Framework HRD.
  • Abstract

    Industry 4.0 encourages organizations to implement holistic framework in human resource development. It is imperative to align concept of work engagement into holistic framework. This study aims to conduct confirmatory factor analysis on holistic work engagement concept and was conducted on 477 supervisors and managers from Indonesia oil palm industry. The data was analyzed by using Lisrel 9.30 and the result explains that the measurement model of holistic work engagement has adequate validity and reliability. The measurement model of the higher order construct has better goodness of fit than first order one.

     

  • References

    1. [1] Devezas T, Leitão J & Sarygulov A (2017), Industry 4.0: Entrepreneurship and Structural Change in the New Digital Landscape. http://doi.org/10.2861/947880

      [2] Bawany S (2016), Leading in a VUCA business environment. Leadership Excellence Essentials 7, 39–40.

      [3] Mack O, Khare A, Kramer A & Burgatz T (2016), Perspectives on a VUCA world. In Managing in a VUCA World 3–19.

      [4] Horney N, Pasmore B & O’Shea T (2010), Leadership Agility : A Business Imperative for a VUCA World. People & Strategy 32–38.

      [5] Prange C (2016), Engaging with complex environments: why agility involves more than running hard. International Journal of Complexity in Leadership and Management 3(3), 182–197.

      [6] Weill P, Subramani M & Broadbent M (2002), IT infrastructure for strategic agility. MIT SLoan School of Management Working Paper 4235-02.

      [7] Benefiel M, Fry LW & Geigle D (2014), Spirituality and religion in the workplace: History, theory, and research. Psychology of Religion and Spirituality 6(3), 175.

      [8] Neal J (2013), Handbook of faith and spirituality in the workplace : Emerging reseach and practice. Springer Science+Business Media.

      [9] Stead J & Stead W (2014), Building spiritual capabilities to sustain sustainability-based competitive advantages. Journal of Management, Spirituality & Religion 11(2), 143–158.

      [10] Yasuno BM (2008), The Role of Spirituality in Leadership for Social Change. Spirituality in Higher Education 4(3), 1–8.

      [11] Ahmed A, Arshad MA, Mahmood A & Akhtar S (2016), Spiritual intelligence ( SQ ): A holistic framework for human resource development. Administration and Public Management 26, 60–78.

      [12] Ashmos DP & Duchon D (2000), Spirituality at work : A Conceptualization and Measure. Journal of Management Inquiry 9(2), 134–145.

      [13] Karakas F (2010), Spirituality and performance in organization : A literature review. Journal of Business Ethics 94(1), 89–106.

      [14] Rigby BD & Bilodeau B (2015), Management Tools & Trends.

      [15] Kahn WA (1990), Psychological Conditions of Personal Engagement and Disengagement at Work. Academy of Management Journal 33(4), 692–724.

      [16] Albrecht SL (2010), Handbook of employee engagement: Perspectives, issues, research and practice (C. L. Cooper, Ed.). Edward Elgar.

      [17] Demerouti E, Bakker AB, Nachreiner F & Schaufeli WB (2001), The job demands-resources model of burnout. The Journal of Applied Psychology. http://doi.org/10.1108/02683940710733115

      [18] Bakker AB & Demerouti E (2008), Towards a model of work engagement. Career Development International 13(3), 209–223.

      [19] Imperatori B (2017), Engagement and Disengagement : Drivers and Organizational Practices to Sustain Employee Passion and Performance. Springer. http://doi.org/10.1007/978-3-319-51886-2

      [20] Ahmed A, Mohd AA, Arshad M & Sohail A (2016), Holistic human resource development : Balancing the equation through the inclusion of spiritual quotient. Journal of Management Policy and Practice 17(1), 94–105. http://doi.org/10.1177/0971685816650573

      [21] Bickerton GR, Miner MH, Dowson M & Griffin B (2014), Incremental validity of spiritual resources in the job demands-resources model. Psychology of Religion and Spirituality 7(2), 12.

      [22] Karimi Z & Karimi F (2016), The structural model of relationship between spiritual intelligence and emotional intelligence with quality of work life and work engagement of employees. International Journal of Management in Education 10(3), 278–292.

      [23] Petchsawang P & McLean GN (2017), Workplace spirituality, mindfulness meditation, and work engagement. Journal of Management, Spirituality & Religion 1–29.

      [24] Bailey C, Madden A, Alfes K & Fletcher L (2015), The meaning, antecedents and outcomes of employee engagement: A narrative synthesis. International Journal of Management Reviews 00, 1–23.

      [25] Keyko K, Cummings GG, Yonge O & Wong CA (2016), Work engagement in professional nursing practice: A systematic review. International Journal of Nursing Studies 61, 142–164.

      [26] Wollard KK & Shuck B (2011), Antecedents to employee engagement: A structured review of the literature. Advances in Developing Human Resources 13(4), 429–446. http://doi.org/10.1177/1523422311431220

      [27] Maslach C, Schaufeli WB & Leiter MP (2001), Job Burnout. Annual Review of Psychology 52, 397–422.

      [28] Schaufeli WB, Salanova M, Gonzalez-Roma V & Bakker AB (2002), The measurement of engagement and burnout: A two sample confirmatory factor analytic approach. Journal of Happiness Studies 3, 71–92. http://doi.org/10.1023/A:1015630930326

      [29] Barret R (2013), Liberating the corporate soul. Routledge.

      [30] Hicks DA (2003), Religion and the workplace : Pluralism, spirituality and leadership. Cambridge University Press.

      [31] Giacalone RA & Jurkiewics CL (2003), Handbook of workplace spirituality and organizational performance. Me Sharpe.

      [32] Biberman J & Tischler L (2008), Spirituality in business: Theory, practice, and future directions. Springer.

      [33] Milliman J, Czaplewski AJ & Ferguson J (2003), Workplace spirituality and employee work attitudes. Journal of Organizational Change Management 16(4), 426–447.

      [34] Roof RA (2014), The Association of Individual Spirituality on Employee Engagement: The Spirit at Work. Journal of Business Ethics 130(3), 585–599. http://doi.org/10.1007/s10551-014-2246-0

      [35] Krejcie RV & Morgan D (1970), Determining Sample Size for Research Activities. Educational and Psychological Measurement 30, 607–610.

      [36] Hair JFJ, Hult GTM, Ringle C & Sarstedt M (2014), A Primer on Partial Least Squares Structural Equation Modeling (PLS-SEM). Long Range Planning. http://doi.org/10.1016/j.lrp.2013.01.002

  • Downloads

  • How to Cite

    Saputra, N., ., S., & Bramantoro Abdinagoro, S. (2018). The holistic work engagement: A study In indonesia oil palm industry. International Journal of Engineering & Technology, 7(4.9), 1-7. https://doi.org/10.14419/ijet.v7i4.9.20607

    Received date: 2018-09-30

    Accepted date: 2018-09-30

    Published date: 2018-10-02