In the context of an ever-changing global environment, organisations must strive even harder
than before to inspire employees to deliver outstanding results that will lead to a sustainable
future. Engaged employees will deliver long term value, but most will not reach their full
potential without a manager who understands and is committed to increase engagement in others.
Managers are the key influencers to create meaningful engagements.
The aim of this study was to investigate if employees’ experience of their managers as people
developer (MPD) will have an effect on work engagement, and if work engagement will have an
effect on subjective well-being, performance and turnover intention. The study also considered
the possible mediating effect of work engagement. The primary focus therefore has been on the
relationship between MPD and work engagement. Secondly, the study examined the relationship
between MPD, subjective well-being, performance and turnover.
The study followed a descriptive, cross-sectional and quantitative approach. The following
measuring instruments were used: the Leader Empower Behaviour Questionnaire (LEBQ), the
Empowering Leadership Questionnaire (ELQ), the Work Engagement Scale (WES), the
Turnover Intention Scale (TIS), the Satisfaction with Life Scale (SWLS), the Affect Balance
Scale (ABS), and the organisations performance rating scale. These instruments were used to
test whether the measures of the constructs were consistent with the understanding of the nature
of the constructs; also whether the data fitted the hypothesised measurement model. Structural
Equation Modelling (SEM) was used to examine the structural relationships between the
constructs.
The results showed that significant relationships existed between MPD and work engagement,
subjective well-being, performance and turnover intention. No significant relationship was found
x
between performance and turnover intention, and performance and subjective well-being.
Regression analyses indicated that MPD had significant predictive value towards work
engagement and turnover intention, and work engagement had significant predictive value
towards turnover intention, subjective well-being and performance. An indirect effect was found
from MPD (via work engagement) on subjective well-being and turnover intention, but an
indirect effect from MPD on performance (via work engagement) was not found. Work
engagement was found to have a direct effect on performance. It was therefore found that work
engagement was a strong antecedent to subjective well-being and turnover intention. The
implication of the results is that where managers coach and develop employees, it will lead to
higher levels of work engagement and lower levels of turnover intention. / MA (Industrial Psychology)--North-West University, Vaal Triangle Campus, 2015.
| Identifer | oai:union.ndltd.org:NWUBOLOKA1/oai:dspace.nwu.ac.za:10394/16529 |
| Date | January 2015 |
| Creators | Van Dyk, Marike |
| Source Sets | North-West University |
| Language | English |
| Detected Language | English |
| Type | Thesis |
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