Abstract
Purpose
Drawing on the self-extended and regulatory focus theories, the present study examined the mechanism as well as the boundary condition under which psychological ownership might relate positively to the work engagement of employees working in public sector organizations in Ghana.
Design/methodology/approach
Data were collected from employees (n = 313) working in public sector organizations in Ghana at a single point in time with a survey questionnaire.
Findings
The results indicated that psychological ownership and self-regulatory focus behaviors (i.e. prevention and promotion focus behaviors) were beneficial for work engagement; and that while prevention focus mediated psychological ownership-work engagement relationship, that relationship was positive and stronger for employees who performed less promotion focus behaviors.
Practical implications
Managers in public sector organizations should understand that employees with strong psychological ownership would feel more engaged if they perform less promotion focus behaviors.
Originality/value
The authors’ study contributes uniquely to the nascent work engagement literature in the Ghanaian context, and by testing boundary conditions and underlying mechanisms increased the authors’ understanding of work engagement among public sector employees in Ghana.
Drawing on the self-extended and regulatory focus theories, the present study examined the mechanism as well as the boundary condition under which psychological ownership might relate positively to the work engagement of employees working in public sector organizations in Ghana.
Design/methodology/approach
Data were collected from employees (n = 313) working in public sector organizations in Ghana at a single point in time with a survey questionnaire.
Findings
The results indicated that psychological ownership and self-regulatory focus behaviors (i.e. prevention and promotion focus behaviors) were beneficial for work engagement; and that while prevention focus mediated psychological ownership-work engagement relationship, that relationship was positive and stronger for employees who performed less promotion focus behaviors.
Practical implications
Managers in public sector organizations should understand that employees with strong psychological ownership would feel more engaged if they perform less promotion focus behaviors.
Originality/value
The authors’ study contributes uniquely to the nascent work engagement literature in the Ghanaian context, and by testing boundary conditions and underlying mechanisms increased the authors’ understanding of work engagement among public sector employees in Ghana.
| Original language | English |
|---|---|
| Journal | Journal of Organizational Effectiveness: People and Performance |
| DOIs | |
| Publication status | Published - 9 Sept 2022 |
Research Beacons, Institutes and Platforms
- Global Development Institute