All by myself: How perceiving organizational constraints when others do not hampers work engagement
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Título
All by myself: How perceiving organizational constraints when others do not hampers work engagementAutoría
Fecha de publicación
2021-08-12Editor
ElsevierISSN
0148-2963Cita bibliográfica
COO, Cristián, et al. All by myself: How perceiving organizational constraints when others do not hampers work engagement. Journal of Business Research, 2021, vol. 136, p. 580-591.Tipo de documento
info:eu-repo/semantics/articleVersión
info:eu-repo/semantics/publishedVersionPalabras clave / Materias
Resumen
Organizational constraints (OCs) represent work conditions that interfere with employees’ performance.
Although employees share the same work environment, perceptions of OCs may vary among team members. In
this ... [+]
Organizational constraints (OCs) represent work conditions that interfere with employees’ performance.
Although employees share the same work environment, perceptions of OCs may vary among team members. In
this study, we examined employee–teammate perceptual congruence and incongruence regarding three types of
OCs (i.e., social, structural, and infrastructure) and the associated consequences for employee work engagement
among health care employees from two Spanish hospitals (N = 141). Multilevel polynomial regression with
response surface analyses revealed that the perceptual congruence and incongruence effects depended on the
type of OCs. Congruence in perceptions was linked with greater work engagement only for social OCs. Incongruence had an effect in cases of social and structural OCs, but not infrastructure OCs: work engagement was
worse when an employee rated OCs as higher (i.e., more problematic) than their teammates did. Our findings
suggest that the negative effects of OCs are additionally exacerbated by perceptual incongruence with teammates
and indicate the need to include social contexts in the study of work environment perceptions. [-]
Publicado en
Journal of Business Research, Volume 136, November 2021, Pages 580-591Entidad financiadora
FORTE | Universitat Jaume I
Código del proyecto o subvención
2016–07182 | E-2019–02
Derechos de acceso
info:eu-repo/semantics/openAccess
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