Level of job engagement: individual and organizational factors.

<p>In this research, the author determines level of job engagement in the clothing company, identifies predictors of individual and organizational engagement and investigates connection between level of employees&rsquo; job engagement and their extra-role behavior.</p><p>Two types of engagement were considered in the paper: work engagement and engagement as an attitude towards company.</p><p>Data were collected through standardized face-to-face interviews. In data analysis, the author used methods of reliability analysis, descriptive statistics, correlations, cluster and regression analysis in SPSS statistic program.</p><p>Major research findings were as follows:</p><p>&middot;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Work engagement and organizational engagement are highly intercorrelated.</p><p>&middot;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Personal employee resources (such as education matching their current work, tenure in the company and with current supervisor, position (subordinate or supervisor), employability) positively correlate with job engagement.</p><p>&middot;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Consciousness, Agreeableness and Extraversion positively correlate with both work engagement and organizational engagement. Level of neuroticism is neutrally correlate with job engagement.</p><p>&middot;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Job resources and their components (primarily, &ldquo;Meaning&rdquo;, &ldquo;Impact&rdquo;, and &ldquo;Identification with career&rdquo;) and job satisfaction positively correlate with job engagement.</p><p>&middot;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Job demands and their components (primarily, role conflict, workplace conflicts, poor working conditions) and emotional burnout negatively correlate with both work engagement and organizational engagement.</p><p>&middot;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Extra-role behavior is better predicted by the &ldquo;Impact&rdquo; component of &ldquo;Job resources&rdquo; model than by work engagement <em>per se</em>.</p><p>The author concludes that an &ldquo;alienated&rdquo; employee is, generally, a male worker without subordinates, working in the commercial department not for a long time. By contrast, an engaged employee is, primarily, a female senior worker with high education. The psychological profile of engaged worker states that engaged employee is responsible, inclined to cooperation and collaboration extrovert; and the profile of unengaged employee is following: not inclined to take responsibility, withdrawn introvert.</p><p>In the end, recommendations to company &ldquo;Antiga&rdquo; for improving the level of employee work engagement were suggested.</p>