The moderating role of intrinsic religiosity in the relationship of stressors and job performance: Evidence from Indonesia

This study examined the effect of positive leadership experienced by employees on their organizational identification and the mechanisms through how positive leadership enhances organizational identification. Despite the importance of positive leadership at work, such as increasing the followers’ positive self-concepts at work, our understanding of the mechanisms through how positive leadership leads to employees’ organizational identification is still in a nascent state. Thus, this study addresses the research gap by investigating the mediating roles of compassion and positive emotions in the relationship between positive leadership and organizational identification. This study used path analysis and bootstrapping to analyze the survey data collected from 312 full-time employees in 10 large-sized companies located in South Korea. The path analysis results confirmed that positive leadership increases employees’ organizational identification. Furthermore, positive leadership enhances compassion and positive emotions at work, which, in turn, leads to higher organizational identification. Most importantly, the bootstrapping results revealed that both compassion and positive emotion mediate the positive relationship between positive leadership and organizational identification. The empirical results broaden the understanding of the mechanisms through how positive leadership could bring positive effects at work, such as employee organizational identification. Thus, from the managerial perspective, organizations could emphasize the importance of positive leadership at work, and provide the managers with opportunities to develop their positive leadership.

The relevance of the study lies in the warning of burnout syndrome, which is currently the most frequently solved problem among workers. The study aimed to determine which of the most affected groups of workers is most endangered by psychosocial risk factors. The study aims to point out the issue of burnout syndrome and determine preventive steps to prevent burnout syndrome. The best-chosen method was a survey, which allowed getting as many results as possible. The questionnaire survey interviewed 80 respondents in 2018. The total number of relevant questionnaires used was 50. 11 questionnaires were from employees in the sales department, and 39 questionnaires from employees in the warehouse. Data from questionnaires were processed in Microsoft Excel 2017. Data from questionnaires were selected according to closed and open questions. Open-ended questions were evaluated by keywords. The results, as secondary data, also took into account the primary data. The results of the questionnaires provided a percentage overview of psychosocial stress factors among sales staff and warehouse workers. The results of the questionnaires also served as an incentive to provide measures against burnout syndrome.

Employee turnover is challenging for firms, and it is usually fueled by employee stress due to their heavy workload. To minimize turnover, firms can implement various initiatives, such as employee well-being and employee engagement programs. Previous studies have examined the influence of work stress, employee engagement, or employee well-being separately on turnover intention. By exploring these factors simultaneously, this study aims to explain the roles of employee well-being and engagement as mediators in alleviating the impact of work stress on turnover. Data were collected from 425 employees working in various economic sectors (e.g., finance, education, research and development, retail, and business) in Indonesia and analyzed using the structural equation modeling (SEM) with the Lisrel 8.8 software. The results confirmed that work stress and employee engagement are factors that can directly influence turnover intention. Nevertheless, employee well-being does not have a direct impact on reducing turnover. The role of employee engagement in mediating the impact of work stress and employee well-being on turnover intention has been proven to be significant. This indicates that the company can withstand the stress that leads to employee turnover by creating jobs that make employees enthusiastically enjoy their work. Furthermore, company initiatives to create employee well-being will only be effective if those initiatives encourage employee engagement. Based on these findings, companies can develop strategies to reduce employee turnover. This can be achieved by prioritizing work stress management and improving employee well-being and engagement.