Table of Contents
Introduction
Work engagement is a crucial aspect of employee performance and organizational success. Engaged employees are not only physically dedicated to their work but also emotionally connected and cognitively focused (Kahn, 1990; Ashforth and Humphrey, 1995). Research has shown that higher levels of work engagement lead to increased productivity, customer satisfaction, and organizational profitability (SAP, 2020; Rich et al., 2010).
Mindfulness, a state of heightened awareness and non-judgmental acceptance of the present moment, has been identified as a potential factor in fostering work engagement (Hafenbrack et al., 2020; Miyahara et al., 2022; Shaffakat et al., 2022). Mindfulness training, which involves cultivating mindfulness through various practices, has been adopted by many organizations to enhance employee engagement (Hochman, 2013; Schaufenbuet, 2015). However, the underlying pathways through which mindfulness influences work engagement have not been fully explored.
In this study, we draw from the grounded theory of work engagement proposed by Kahn (1990) to examine three previously unexamined pathways—work meaningfulness, emotion regulation, and job competence—as mediators of the relationship between mindfulness training and work engagement. We aim to demonstrate that mindfulness training enhances work engagement by fostering these essential psychological states.
Work Meaningfulness
Work meaningfulness refers to the perception that one’s work is valuable, purposeful, and worthwhile (Kahn, 1990; Thomas and Velthouse, 1990; Spreitzer, 1995). Mindfulness can contribute to work meaningfulness by fulfilling individuals’ essential needs for transcendence and purpose (Kirkpatrick and Locke, 1996; Breen, 2007). Through mindfulness practice, employees become more aware of the bigger purpose of their jobs and develop a sense of meaningfulness in their work. This perception of work meaningfulness, in turn, enhances their engagement and dedication to their job.
Emotion Regulation
Emotion regulation refers to the ability to recognize, accept, and effectively manage one’s emotions (Brown and Ryan, 2003; Brown et al., 2007). Mindfulness practice promotes emotion regulation by increasing individuals’ awareness and acceptance of their negative emotions. By observing their emotions without judgment, individuals can redirect their emotional energy towards goal-oriented tasks and effectively control impulsive behaviors (Brown and Ryan, 2003; Brown et al., 2007). This ability to regulate negative emotions creates a sense of safety and emotional readiness for work engagement.
Job Competence
Job competence reflects individuals’ perceived capability and readiness to perform their work tasks with the necessary skills and resources (Gist, 1987). Mindfulness training can enhance job competence by reducing mind-wandering and improving focus and attention on present tasks (Ocasio, 2011). By staying fully engaged in their work, employees develop a sense of competence and confidence in their abilities, which further enhances their work engagement.
The Research Design
To examine the relationship between mindfulness training, work meaningfulness, emotion regulation, job competence, and work engagement, we conducted a six-wave quasi-experimental study. A total of 129 employees (77 in the experimental group and 59 in the control group) participated in the study. We used structural equation modeling to test our simultaneous mediating models.
Results and Implications
The results of our study demonstrated that mindfulness training positively influenced employees’ work meaningfulness, emotion regulation, and job competence. These three psychological states, in turn, enhanced employee work engagement. The findings of this study contribute to the mindfulness literature by highlighting the importance of work meaningfulness, emotion regulation, and job competence as mediators of the relationship between mindfulness and work engagement.
Practically, our research suggests that mindfulness training can be an effective tool for influencing employees’ psychological states and ultimately developing their work engagement in the workplace. Organizations can consider incorporating mindfulness programs to foster work satisfaction and engagement among their employees.
In conclusion, our study provides insights into the pathways through which mindfulness training can lead to work engagement. By focusing on work meaningfulness, emotion regulation, and job competence as essential psychological mechanisms, we contribute to the understanding of how mindfulness influences work engagement. The findings of this study have implications for both researchers and practitioners interested in enhancing employee well-being and organizational performance.
