The experience of the manager as people developer in a petrochemical organisation
In the context of an ever-changing global environment, organisations must strive even harder than before to inspire employees to deliver outstanding results that will lead to a sustainable future. Engaged employees will deliver long term value, but most will not reach their full potential without a manager who understands and is committed to increase engagement in others. Managers are the key influencers to create meaningful engagements. The aim of this study was to investigate if employees’ experience of their managers as people developer (MPD) will have an effect on work engagement, and if work engagement will have an effect on subjective well-being, performance and turnover intention. The study also considered the possible mediating effect of work engagement. The primary focus therefore has been on the relationship between MPD and work engagement. Secondly, the study examined the relationship between MPD, subjective well-being, performance and turnover. The study followed a descriptive, cross-sectional and quantitative approach. The following measuring instruments were used: the Leader Empower Behaviour Questionnaire (LEBQ), the Empowering Leadership Questionnaire (ELQ), the Work Engagement Scale (WES), the Turnover Intention Scale (TIS), the Satisfaction with Life Scale (SWLS), the Affect Balance Scale (ABS), and the organisations performance rating scale. These instruments were used to test whether the measures of the constructs were consistent with the understanding of the nature of the constructs; also whether the data fitted the hypothesised measurement model. Structural Equation Modelling (SEM) was used to examine the structural relationships between the constructs. The results showed that significant relationships existed between MPD and work engagement, subjective well-being, performance and turnover intention. No significant relationship was found x between performance and turnover intention, and performance and subjective well-being. Regression analyses indicated that MPD had significant predictive value towards work engagement and turnover intention, and work engagement had significant predictive value towards turnover intention, subjective well-being and performance. An indirect effect was found from MPD (via work engagement) on subjective well-being and turnover intention, but an indirect effect from MPD on performance (via work engagement) was not found. Work engagement was found to have a direct effect on performance. It was therefore found that work engagement was a strong antecedent to subjective well-being and turnover intention. The implication of the results is that where managers coach and develop employees, it will lead to higher levels of work engagement and lower levels of turnover intention.