Job characteristics for work engagement: autonomy, feedback, skill variety, task identity, and task significance

Cotič, L. P., Man, M. M. K., Soga, L. R. ORCID: https://orcid.org/0000-0002-5471-9673, Konstantopoulou, A. and Lodorfos, G. (2025) Job characteristics for work engagement: autonomy, feedback, skill variety, task identity, and task significance. Global Business and Organizational Excellence. ISSN 1932-2062 doi: 10.1002/joe.22295

Abstract/Summary

This paper investigates the factors influencing employees’ work engagement with focus on the experiences of employees in Slovenian and Malaysian organizations. Previous research has shown that the closer an employee's engagement is with an organization, the higher the employee's performance. To explore job characteristics that deliver employees’ work engagement, this study employs Hackman and Oldham's job characteristics model, focusing on the core elements of task identity, task significance, skill variety, feedback, and autonomy as a lens to investigate this phenomenon in two different countries. Data from organizations in Slovenia and Malaysia were gathered and analyzed using quantitative methodology. The findings highlight the fact that employees’ work engagement is not necessarily employee engagement; whereas the former examines engagement at the psychological level with an individual employee, the latter takes a broader approach in looking at factors that are also organizational. We find that work engagement is affected by job characteristics—task identity, task significance, skill variety, feedback, and autonomy—but these differ according to context, which we have shown can be in relation to the cultural setting of the organization. While in Slovenia, employees’ work engagement is influenced by skill variety and feedback (structure), in Malaysia, work engagement is affected by employees’ task identity and autonomy. These findings speak to a culture of direct communication in Slovenia as opposed to high‐power distance that is often argued in Malaysian organizations. In practice, context must be considered when designing jobs and policies for managing human resources as employees find meaning in work through different job characteristics.

Item Type	Article
URI	https://reading-clone.eprints-hosting.org/id/eprint/121888
Identification Number/DOI	10.1002/joe.22295
Refereed	Yes
Divisions	University of Reading Malaysia
Publisher	Wiley
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