Online from: 2010
Subject Area: Regional Management Studies
|Title:||Work engagement among managers and professionals in Egypt: Potential antecedents and consequences|
|Author(s):||Ronald J. Burke, (York University, Toronto, Canada), Ghada El-Kot, (Arab Academy for Science and Technology and Maritime Transport, Alexandria, Egypt)|
|Citation:||Ronald J. Burke, Ghada El-Kot, (2010) "Work engagement among managers and professionals in Egypt: Potential antecedents and consequences", African Journal of Economic and Management Studies, Vol. 1 Iss: 1, pp.42 - 60|
|Keywords:||Career development, Egypt, Job satisfaction, Managers|
|Article type:||Research paper|
|DOI:||10.1108/20400701011028158 (Permanent URL)|
|Publisher:||Emerald Group Publishing Limited|
|Acknowledgements:||Preparation of this paper was supported in part by the Schulich School of Business, York University and the Arab Academy for Science and Technology and Maritime Transport. The authors thank the participating organizations and the respondents who cooperated by completing questionnaires.|
Purpose – The purpose of this paper is to examine potential antecedents and consequences of work engagement in a sample of male and female managers and professionals employed in various organizations and industries in Egypt.
Design/methodology/approach – Data were collected from 242 respondents, a 48 percent response rate, using anonymously completed questionnaires. Engagement was assessed by three scales developed by Schaufeli
Findings – The following results are observed. First, both need for achievement and one workaholic job behavior are found to predict all three engagement measures. Second, engagement, particularly dedication, predict various work outcomes (e.g. job satisfaction, intent to quit). Third, engagement, again, particularly dedication, predicted various psychological well-being outcomes but less strongly than these predicted work outcomes.
Research limitations/implications – Questions of causality cannot be addressed since data were collected at only one-point in time. Longitudinal studies are needed to determine the effects of work life experiences on engagement.
Practical implications – Organizations can increase levels of work engagement by creating supportive work experiences (e.g. control, rewards, and recognition) consistent with effective human resource management (HRM) practices. But caution must be exercised before employing North American practices in the Egyptian context.
Originality/value – This paper contributes to the understanding of work engagement among managers and professionals and HRM more broadly in a large Muslim country.
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