All by myself: How perceiving organizational constraints when others do not hampers work engagement
![Thumbnail](/xmlui/bitstream/handle/10234/196261/coo_2021_all.pdf.jpg?sequence=4&isAllowed=y)
View/ Open
Impact
![Google Scholar](/xmlui/themes/Mirage2/images/uji/logo_google.png)
![Microsoft Academico](/xmlui/themes/Mirage2/images/uji/logo_microsoft.png)
Metadata
Show full item recordcomunitat-uji-handle:10234/9
comunitat-uji-handle2:10234/8034
comunitat-uji-handle3:10234/8637
comunitat-uji-handle4:
INVESTIGACIONMetadata
Title
All by myself: How perceiving organizational constraints when others do not hampers work engagementAuthor (s)
Date
2021-08-12Publisher
ElsevierISSN
0148-2963Bibliographic citation
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.Type
info:eu-repo/semantics/articleVersion
info:eu-repo/semantics/publishedVersionSubject
Abstract
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. [-]
Is part of
Journal of Business Research, Volume 136, November 2021, Pages 580-591Funder Name
FORTE | Universitat Jaume I
Project code
2016–07182 | E-2019–02
Rights
info:eu-repo/semantics/openAccess
This item appears in the folowing collection(s)
- PSI_Articles [597]