Volume 11, Issue 8 (August 2024), Pages: 51-56

----------------------------------------------

 Original Research Paper

The moderating role of gender in the relationships among job characteristics, perceived organizational support, engaging leadership, and work engagement in the Indian IT sector

 Author(s): 

 Preeti S. Honnamane ^{1, 2}, K. Sreekanth ¹, G. P. Girish ^3, *

 Affiliation(s):

 ¹Department of HRM, GITAM School of Business, GITAM (Deemed to be University), Hyderabad, India
 ²Department of Management, R N S Institute of Technology, Bangalore, India
 ³Department of Finance, ICFAI Business School, The ICFAI Foundation for Higher Education (a Deemed to-be-University under Sec 3 of UGC Act 1956), Off-Campus Bangalore, India

 Full text

  Full Text - PDF

 * Corresponding Author. 

  Corresponding author's ORCID profile: https://orcid.org/0000-0003-0461-7350

 Digital Object Identifier (DOI)

 https://doi.org/10.21833/ijaas.2024.08.006

 Abstract

Understanding the complex relationships among job characteristics (JC), perceived organizational support (POS), engaging leadership (EL), work engagement (WE), and the moderating influence of gender is essential for organizations aiming to create inclusive and dynamic work environments. By addressing gender-related disparities in these areas, organizations can promote fairness, diversity, and employee well-being, leading to increased WE and organizational success. This study investigates the moderating role of gender on the relationships between JC, EL, POS, and WE. Primary data was collected from 360 Indian IT employees and analyzed using PLS-SEM. The study found that JC, POS, and EL significantly influence WE, with gender serving as a moderator. This suggests that the effects of these factors on WE may vary based on an individual's gender.

 © 2024 The Authors. Published by IASE.

 This is an open access article under the CC BY-NC-ND license (http://creativecommons.org/licenses/by-nc-nd/4.0/).

 Keywords

 Job characteristics, Perceived organizational support, Engaging leadership, Work engagement, Gender moderation

 Article history

 Received 13 March 2024, Received in revised form 12 July 2024, Accepted 23 July 2024

 Acknowledgment 

No Acknowledgment.

 Compliance with ethical standards

 Ethical considerations

All participants provided informed consent, and their confidentiality was ensured. The study was approved by the institutional ethics committee of GITAM School of Business (GSB), Hyderabad, and participation was voluntary, with the right to withdraw at any time.

 Conflict of interest: The author(s) declared no potential conflicts of interest with respect to the research, authorship, and/or publication of this article.

 Citation:

 Honnamane PS, Sreekanth K, and Girish GP (2024). The moderating role of gender in the relationships among job characteristics, perceived organizational support, engaging leadership, and work engagement in the Indian IT sector. International Journal of Advanced and Applied Sciences, 11(8): 51-56

 Permanent Link to this page

 Figures

 Fig. 1 Fig. 2 

 Tables

 Table 1 Table 2 Table 3

----------------------------------------------   

 References (11)

1. Gelashvili V, Martínez-Navalón J-G, and Saura JR (2021). Using partial least squares structural equation modeling to measure the moderating effect of gender: An empirical study. Mathematics, 9(24): 3150. https://doi.org/10.3390/math9243150   [Google Scholar]
2. Gupta M, Shaheen M, and Reddy KP (2017). Impact of psychological capital on organizational citizenship behavior: Mediation by work engagement. Journal of Management Development, 36: 973-983. https://doi.org/10.1108/JMD-06-2016-0084   [Google Scholar]
3. Hair J, Black W, Babin B, Anderson R, and Tatham R (2010). Multivariate data analysis. Pearson Prentice Hall, Hoboken, USA.   [Google Scholar]
4. Honnamane PS, Sreekanth K, and Girish GP (2023). Antecedents and ramifications of employee engagement in Indian information technology (IT) sector. Theoretical Economics Letters, 13(1): 48-58. https://doi.org/10.4236/tel.2023.131003   [Google Scholar]
5. IBEF (2023). IBEF. India Brand Equity Foundation, New Delhi, India. Available online at: https://www.ibef.org/
6. Liu ZA (2016). Study on the development of structure model of engagement for knowledge employee. Business Management, 11: 65-69.   [Google Scholar]
7. Robijn W, Euwema MC, Schaufeli WB, and Deprez J (2020). Leaders, teams and work engagement: A basic needs perspective. Career Development International, 25(4): 373-388. https://doi.org/10.1108/CDI-06-2019-0150   [Google Scholar]
8. Schaufeli WB, Salanova M, Gonzalez-Roma V, and Bakker AB (2002). The measurement of engagement and burnout: A two sample confirmative factor analytic approach. Journal of Happiness Studies, 3: 71-92. https://doi.org/10.1023/A:1015630930326   [Google Scholar]
9. Taluka E and Masele JJ (2016). Influence of perceived trust in rural consumer mobile payment service adoption: An understanding of moderation effects of gender and age. Business Management Review, 1(5): 13–24.   [Google Scholar]
10. Xiao ML and Duan L (2014). Job engagement of employees in state-owned enterprises: Construct clarification and scale development. Organizational Management, 1: 35-41.   [Google Scholar]
11. Xu L, Guo YJ, and Wang Y (2013). Empirical research on engagement structure of manufacturing employees based on structural equation modeling. Management World, 6: 59-62. https://doi.org/10.11648/j.jhrm.20231101.13   [Google Scholar]