Personality Traits and Work Engagement: Does Team-Member Exchange Make a Difference?

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dc.contributor.authorKhalifa Ismail Saleh Al Hosaninull
dc.date.accessioned2020-09-07T09:21:47Znull
dc.date.accessioned2023-08-20T10:57:08Z
dc.date.available2020-09-07T09:21:47Znull
dc.date.available2023-08-20T10:57:08Z
dc.date.issued2017-05null
dc.descriptionContemporary business organizations operate in highly dynamic and competitive environments where employees are needed who are psychologically connected to their work (Bakker et al., 2011). Psychological readiness determines level of work engagement, which is defined as a positive, fulfilling, work-related state of mind that leads to employees demonstrating vigor, dedication, and absorption in their work (Schaufei et al., 2002). A growing body of research in business and psychology has associated employee work engagement with positive organisational outcomes, such as enhanced job performance, increased levels of productivity, and financial benefits (Rich et al., 2010; Bakker et al., 2012; Xanthopoulou et al., 2009). These positive outcomes are, in essence, key factors necessary for ensuring that organizations are operating sustainably. It can be noted, however, that while a majority of organizations are recognizing the important role that work engagement plays in enhancing organisational sustainability, they are finding it difficult to sustain high engagement levels. In particular, increased global competition, pressures to downsize, organisational restructuring, and continuous innovations are making it increasingly difficult to ensure employees are highly motivated (Fairhust & O’Connor, 2010; Lockwood, 2007).en_US
dc.description.abstractThis study examines the impact of personality traits and team-member exchange on work engagement and the mediating effect of team-member exchange on personality traits and work engagement in a non-Western context in United Arab Emirates (UAE) public sectors. A self-administered questionnaire using a 5-item Likert scale of personality traits, team-member exchange, and work engagement was used, including some demographic variables, in order to collect data from 470 employees working in two public sectors, namely the Abu Dhabi Food Control Authority (ADFCA) and the Abu Dhabi Farmer Service Center (ADFSC), in the UAE, the Emirate of Abu Dhabi. The study used a number of analytical methods, such as descriptive statistics, correlation analysis, and smartPLS version 3.0 for bootstrapping, in order to obtain accurate data analysis. After testing for reliability and validity, the proposed hypotheses were tested using SmartPLS. The mediation hypothesis was tested using the Baron and Kenny (1986) approach. Generally, employees’ characteristics were found to have an impact on work engagement as work engagement can increase or decrease levels of work performance. Thus, the study recommends that employers consider the traits of potential employees during recruitment and selection processes.en_US
dc.identifier.urihttps://edms.wexl.in/handle/1/1784
dc.language.isoen_USen_US
dc.publisherAbu Dhabi University College of Businessen_US
dc.subjectPersonality Traitsen_US
dc.subjectTeam-Member Exchangeen_US
dc.subjectWork Engagementen_US
dc.subjectUnited Arab Emiratesen_US
dc.subjectAbu Dhabi Food Control Authorityen_US
dc.titlePersonality Traits and Work Engagement: Does Team-Member Exchange Make a Difference?en_US
dc.typeDissertationen_US

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