Abstract
Employee
engagement is a very important goal for several global organizations. High
employee engagement leads to organizational success and competitive advantage.
Unfortunately, according to Gallup, only a small portion (15%) of the global
workforce is engaged in their work, which is a huge challenge. Extant
literature has investigated various antecedents of employee engagement at the
individual level (e.g., curiosity, optimism, self-esteem, and self-efficacy
etc.) as well as organizational level (managerial expectations, workplace
climate, organizational culture, strategy clarity, etc). Most of these studies
have been investigated in the western context. To overcome this lacunae, we
investigate the impact of two key antecedents – leader-member exchange (LMX)
and psychological empowerment – on employee engagement in a multi-cultural
context.
This study found that LMX in
combination with psychological empowerment significantly influences employee
engagement. With power distance as the key cultural context, we found that in
high power distance cultures, LMX has a greater impact the psychological
empowerment, whereas in low power distance cultures, LMX has a lesser impact on
employee engagement. Further, there is a gender bias in high power distance cultures
in favour of employee engagement.
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IJBMS by IPRPD is licensed under a Creative Commons Attribution 4.0 International License.