Job security, value congruence, and work outcomes: revisiting the mediating role of work engagement

Abstract

Purpose Though the concept of work engagement has been extensively explored in the academic literature, however, with engagement levels declining globally – causing hike in undesired employee attitudes and behaviours – there is a need to revisit its antecedents and consequences that bear higher current relevance. Within the context of the Indian information technology (IT) sector, this study aims to explore the role of job security and value congruence as two critical antecedents which not only lead to increased engagement levels but also consequently yield the enhanced perception of change, amplified general life satisfaction and reduced intent to leave among employees. Design/methodology/approach Data were collected from 363 software developers (SDs) in India using the survey questionnaire method and structured equation modelling was used to test the proposed measurement and structural model. The results supported the proposed hypotheses and confirmed the role of work engagement as a mediator between the studied antecedents and consequences. Findings Results from a study of 363 SDs across India support the proposed hypotheses and confirm the role of work engagement as a mediator between the studied antecedents and consequences. Research limitations/implications This study was cross-sectional; therefore, caution is necessary while making any causal inferences. Further work based on longitudinal data would strengthen these findings. Practical implications The findings of the study will provide the decision-makers of IT companies with tools to increase engagement among SDs thereby increasing favorable outcomes for organizations and individual employees in the current times. Originality/value The study establishes job security and value congruence, as two critical yet cost-effective measures that today’s organization need to integrate into its human resources functions not just to boost employee engagement levels but also to control spiraling costs due to unintended turnover, employee’s resistance of organizational changes and employee ill-being. Future research avenues and practical implications have been discussed.