Indian Journal of Industrial Relations: Economics & Social Dev.

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Relational Energy & Employee Engagement:Role of Employee Voice & Organisational Support


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1 Lagos Business School, Pan Atlantic University, Lagos, Nigeria
     

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Engaged employees are the main drivers of organizational productivity because of the extra-role activities they perform. Relational energy has been identified as an antecedent of employee engagement, but the variance in employee engagement explained is low. The current study included two organizational variables, employee voice and perception of organizational support as possible variables to enhance the effectiveness of relational energy in predicting employee engagement. Cross-sectional data involving 250 participants from Nigeria was used. Results established direct effects of relational energy, employee voice, and perception of organizational support; perception of organizational support interacted with relational energy to explain additional 5% variance in employee engagement; indicated that more variance was explained by the entire model.
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  • Relational Energy & Employee Engagement:Role of Employee Voice & Organisational Support

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Authors

Okechukwu Ethelbert Amah
Lagos Business School, Pan Atlantic University, Lagos, Nigeria
Ebisindou Sese
Lagos Business School, Pan Atlantic University, Lagos, Nigeria

Abstract


Engaged employees are the main drivers of organizational productivity because of the extra-role activities they perform. Relational energy has been identified as an antecedent of employee engagement, but the variance in employee engagement explained is low. The current study included two organizational variables, employee voice and perception of organizational support as possible variables to enhance the effectiveness of relational energy in predicting employee engagement. Cross-sectional data involving 250 participants from Nigeria was used. Results established direct effects of relational energy, employee voice, and perception of organizational support; perception of organizational support interacted with relational energy to explain additional 5% variance in employee engagement; indicated that more variance was explained by the entire model.

References