Table of Contents
Introduction
Engaged employees are not only physically present at work, but also mentally and emotionally connected to their tasks (Kahn, 1990; Ashforth and Humphrey, 1995). Work engagement has been shown to have numerous benefits for organizations, including increased productivity and customer satisfaction (SAP, 2020). Mindfulness, a state of conscious awareness and acceptance of the present moment, has been suggested as a potential tool to enhance work engagement (Hafenbrack et al., 2020; Miyahara et al., 2022; Shaffakat et al., 2022). However, the underlying mechanisms that link mindfulness to work engagement have not been fully explored.
Drawing from Kahn’s theory of work engagement, this research aims to investigate three pathways – work meaningfulness, emotion regulation, and job competence – that transmit the effects of mindfulness training to employee work engagement. We conducted a quasi-experimental study with 129 employees, using a six-wave design. Structural equation modeling was used to test the simultaneous mediating models.
Theoretical Background
Work engagement refers to a positive and fulfilling state of mind in one’s work role, characterized by energy, absorption, and dedication (Schaufeli et al., 2002). Mindfulness, as a state of consciousness, has been linked to work engagement from various theoretical perspectives (Leroy et al., 2013; Malinowski and Lim, 2015; Liu et al., 2020). However, Kahn’s theory of work engagement provides a framework to understand how mindfulness affects work engagement through three essential psychological states – work meaningfulness, emotion regulation, and job competence (Kahn, 1990).
Work meaningfulness refers to the feeling that work is valuable and purposeful (Kahn, 1990). Mindfulness can enhance work meaningfulness by fulfilling individuals’ needs for flourishing and transcendence (Breen, 2007; Kirkpatrick and Locke, 1996). Mindfulness also enhances emotion regulation by increasing awareness and acceptance of emotions, leading to effective control of impulsive behaviors (Brown and Ryan, 2003; Gratz and Roemer, 2004). Additionally, mindfulness improves job competence by enhancing attention and focus on tasks, resulting in perceived competence in completing job responsibilities (Brown et al., 2007).
Hypotheses Development
Based on the theoretical background, we propose the following hypotheses:
Hypothesis 1: Mindfulness is positively related to employees’ experience of work meaningfulness.
Hypothesis 2: Mindfulness is positively related to employees’ emotion regulation.
Hypothesis 3: Mindfulness is positively related to employees’ sense of job competence.
Hypothesis 4a: Work meaningfulness mediates the positive relationship between mindfulness and work engagement.
Hypothesis 4b: Emotion regulation mediates the positive relationship between mindfulness and work engagement.
Hypothesis 4c: Job competence mediates the positive relationship between mindfulness and work engagement.
Method
We conducted a quasi-experimental study with 129 employees, 77 in the experimental group and 59 in the control group. Participants completed surveys at six time points to assess mindfulness, work meaningfulness, emotion regulation, job competence, and work engagement. Structural equation modeling was used to test the simultaneous mediating models.
Results
The results showed that mindfulness was positively related to work meaningfulness, emotion regulation, and job competence, which in turn enhanced work engagement. The mediating effects of work meaningfulness (0.07), emotion regulation (0.14), and job competence (0.10) were all significant. These findings provide support for all hypotheses.
Discussion
Our study contributes to the literature by identifying work meaningfulness, emotion regulation, and job competence as three essential pathways that link mindfulness to work engagement. The findings highlight the importance of these psychological states in enhancing employee engagement. The practical implications of our study include the promotion of mindfulness training in organizations to improve work engagement.
Limitations and Future Research
Some limitations of our study include the quasi-experimental design and self-reported measures. Future research could use randomized controlled trials and objective measures to confirm our findings. Additionally, future studies could explore the boundary conditions and individual differences that influence the relationship between mindfulness and work engagement.
Conclusion
In conclusion, our study provides evidence for the role of mindfulness in promoting work engagement. The three pathways of work meaningfulness, emotion regulation, and job competence contribute to this relationship. Our findings have practical implications for organizations seeking to enhance employee engagement.
