Facets of job satisfaction and work engagement

DOIhttps://doi.org/10.1108/EBHRM-08-2015-0036
Published date04 December 2017
Pages248-265
Date04 December 2017
AuthorZeynep Yesim Yalabik,Bruce A. Rayton,Andriana Rapti
Subject MatterHR & organizational behaviour,Global HRM
Facets of job satisfaction
and work engagement
Zeynep Yesim Yalabik and Bruce A. Rayton
School of Management, University of Bath, Bath, UK, and
Andriana Rapti
Kingston Business School, Kingston University,
London, UK
Abstract
Purpose The purpose of this paper is to analyze the relationship between the facets of job satisfaction and
the work engagement. Previous studies that focus on the linkages between work engagement and overall job
satisfaction ignore the multi-faceted nature of job satisfaction construct. In this study, how job satisfaction
facets are linked to three dimensions of work engagement i.e. vigor, dedication and absorption is
discussed by drawing on the social exchange theory.
Design/methodology/approach The cross-lagged data used in this study come from the specialist
lending division of a UK bank. The linear multiple regression analyses are run to test the proposed
theoretical model.
Findings The resultsshow that among all the jobsatisfaction facets, the satisfaction with workitselfis the
key driver of all dimensionsof work engagement, i.e. vigor, dedicationand absorption. The satisfaction with
conditionsisnegatively linked to absorption of employeesin their work. This means that the employeeswith
high workloadmight not be absorbedin their work. Finally,it is found that employeeswho are satisfied with the
communication i n their work are also absorbed i n their work.
Originality/value This study contributes to our knowledge of the drivers of work engagement over time.
The facets of job satisfaction as the drivers help us to have a comprehensive understanding of the link
between the job satisfaction facets and work engagement. This study first contributes to the work
engagement literature which has neglected the multi-dimensional approach of job satisfaction. This study
also contributes to the limited number of work engagement studies conducted in service sector and in UK.
Keywords Social exchange theory, Work engagement, Facets of job satisfaction
Paper type Research paper
1. Introduction
Work engagement is a widely researched construct that has significant links to work
motivation and motivational behavior, thus, an important concept for organizations due to
its positive impact on performance outcomes (Christian et al., 2011). It has been shown by
the studies of both practitioners and academics that a disengaged workforce is costly
(Rayton et al., 2012). Therefore, the current focus of the literature is on identifying job and
organizational characteristics that contribute to the engagement of employees. Drawing on
the social exchange theory, our study contributes to the literature by explaining the impact
of job satisfaction facets, which are about how employees feel about various aspects of their
job, on the engagement of employees in their work.
The type of employee engagement our study focuses on is work engagement, which is an
independent, persistent and pervasive affective-cognitive and motivational psychological
state (Schaufeliet al., 2002, 2006). Work engagementis a narrow-focused conceptualization of
the relationship between the employee and his/her job (Truss et al., 2013). Every job has
physical, social and organizational aspects or characteristics that motivate employees to
achieve their work goals and foster personal growth, learning and development (Bakker
and Demerouti, 2008). To be able to understand the link between job-related characteristics and
work engagement, our study focuses on the traditional job satisfaction concep t and its facets.
Job satisfaction is an attitude which reflects how much an employee likes or dislikes
his/her job (Spector, 1997). It requires an evaluation of the emotional statewhich is a result
Evidence-based HRM: a Global
Forum for Empirical Scholarship
Vol. 5 No. 3, 2017
pp. 248-265
© Emerald PublishingLimited
2049-3983
DOI 10.1108/EBHRM-08-2015-0036
Received 26 August 2015
Revised 21 April 2016
Accepted 20 June 2016
The current issue and full text archive of this journal is available on Emerald Insight at:
www.emeraldinsight.com/2049-3983.htm
248
EBHRM
5,3
of what an employee perceives, feels and thinks about his/her job (Weiss, 2002). It is well
established in the literature that job satisfaction is a multi-faceted construct since employees
may have different feelings toward various aspects of their job (e.g. Smith et al., 1969;
Locke, 1976; Spector, 1997). Based on the social exchange theory (Cropanzano and
Mitchell, 2005), we argue that satisfaction with various job characteristics or facets will be
reciprocated with more positive attitudes such as work engagement.
As Rutherford etal. (2009) explain, an overall orglobal job satisfaction measureprovides a
very limited approachto understanding whether an employeeis happy about their job or not.
In order to accurately reflect an employees job satisfaction, a number of job facets needto be
evaluated as these may not be of equal importance to each employee (Churchill et al., 1974;
Boles et al., 2007). Thus, taking a multi-dimensional approach or considering each
job satisfaction facet provides us a more detailed and complete understanding of an
employees satisfaction in their work (Spector, 1997; Boles et al., 2007; Rutherford et al., 2009;
Spagnoli et al., 2012).
The link between overall or global job satisfaction and work engagement has been
explored through various studies (e.g. Saks, 2006; Avery McKay and Wilson, 2007;
Bakker et al., 2008). However, to our knowledge, the multi-faceted nature of job satisfaction
has not been recognized in the employee engagement literature. We are yet to understand
which of these job satisfaction facets are more likely to result in higher work engagement.
By exploring job satisfaction facets-work engagement link, our study contributes to the
current literature on what drives work engagement. Focusing on the long-lasting job
satisfaction literature and combining it with the newly developing work engagement
concept is expected to benefit organizations to understand job-specific sources of employee
engagement, which is an existing, continuous problem in todays organizations.
Our model is tested by a sample from a specialist lending division of a UK bank.
The engagementof service employees isa neglected area in the literature(Menguc et al., 2012).
Therefore, our study further contributes to the literature by specifically focusing on the
engagement of service employees. Finally, our cross-lagged data contribute to our
understanding of long-term impact of job satisfaction facets on work engagement. As work
engagement is a motivational construct (Schaufeli et al., 2002), it is important to understand
which facets of job satisfaction impact motivation of employees in the long run. In the next
section, we discuss the link between job satisfaction and work engagement, and develop our
hypotheses. This discussion is followed by testing of hypotheses and explanation of our
results and their implications.
2. Literature review
2.1 Work engagement and job satisfaction relationship
Work engagement is a motivational psychological state with three dimensions: vigor,
dedication and absorption (Schaufeli et al., 2002, 2006). Vigor refers to energy, mental
resilience, determination and investing consistent effort in your job. Dedication is about
being inspired, identified with, enthusiastic and highly involved in your job. The last
dimension, absorption, refers to a sense of detachment from your surroundings, a high
degree of concentration on and immersion in your job and a general lack of conscious
awareness of the amount of time spent on the job. An engaged employees, thus, is one who is
energetic, enthusiastic and absorbed in his/her job.
There are different conceptualizations of employee engagement in the literature.
As defined by Kahn (1990, p. 694), engagement is specifically related to the employees
presenting and absenting themselves during task performances.In other words, it is about
involvement of selfin the work(Kahn, 1990; Meyer et al., 2010, p. 63). Drawing on
Kahns (1990) conceptualization of psychological presence, work engagement is explained as
an impliedstate and an antipode of burnout (Schaufeli et al., 2002). Recent studies,
249
Facets of job
satisfaction
and work
engagement

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