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Work engagement is a crucial ingredient that cultivates an individual’s physical and general well-being in the workplace. This, in turn, produces organisational effectiveness and contributes to organisational success and sustainability. Concerningly, work engagement remains under-researched in South African higher education institutions. This study investigated the work engagement experiences of employees in a technical services department of a South African institution of higher education. The study employed qualitative research methods and phenomenological research design. Semi-structured face-to-face interviews were conducted with a purposive sample of 10 participants. Thematic analysis was used to analyse data. The findings suggest that employees who have optimal work demands receive adequate support to discharge their work and feel engaged and attached to their jobs. The findings further suggest that personal and job resources contribute to improved engagement levels among employees. Organisations should enhance the work engagement of employees by effectively managing their job demands while providing adequate job and personal resources. This study provides insights into the importance of cultivating work engagement within the workplace and the ways to achieve this. The study further provides guidelines for enhancing engagement by highlighting four elements to consider: workload, skills and self-efficacy, tools and equipment, and supervisor and co-worker support.    

ABSTRACT Purpose of the study: Our quantitative correlational study investigates the association between the perceived organisational support of manufacturing company employees and their innovative work behaviour. Design/methodology/approach: Our study included 423 employees from a manufacturing company in Gauteng, South Africa, selected using a convenient sampling method. We used descriptive statistics, chi-square, Kruskal-Wallis test, and regression analyses. Findings: We found that manufacturing company perceptions of organisational support and innovative work behaviour differ based on age, job role, and tenure and are not different by highest completed qualification. Perceived organisational support had a positive significant relationship with innovative work behaviour. Recommendations/value: The value of this study is that it allows company managers to realise that when they do not create a supportive culture, it leads to less innovation. Creating a supportive work environment positively impacts employees’ innovative work behaviour, builds a strong organisational innovative culture, and communicates innovation. Managerial implications: Manufacturing company managers to diversify resources of support for employees and prioritise this approach for the administration. They should make organisational changes that consider the needs and expectations of the employees.

Research on job satisfaction (JS) and work engagement (WE) has been conducted in the context of the South African public sector; however, there remains a gap in understanding the relationship between JS and WE within the offices of specific government departments. This study sought to investigate the correlation between work engagement and job satisfaction among administrative employees. The South African Government is viewed as a failed state because of its difficulties in delivering efficient and effective services to its citizens, which may undermine public trust in institutions. The study sought to ascertain that managers in a chosen government department recognise the correlation between job satisfaction and work engagement. A quantitative research approach employing a cross-sectional design was implemented, utilising two established questionnaires on job satisfaction and work engagement, which were distributed to administrative employees (n = 180) through Google Forms. Participants were selected using the snowball sampling method. The collected data underwent analysis through factor analysis. The data obtained from 180 respondents indicated a positive correlation between work engagement and job satisfaction. Management should prioritise the enhancement of work engagement, as it directly impacts job satisfaction and can lead to improvements in both employee and organisational performance. This alignment may improve employee motivation and the contributions employees make to the organisation. This study emphasises the significant correlation between employee engagement and job satisfaction, especially among administrative staff. This will assist the organisation in aligning its policies with employee expectations.

Amid the dynamic manufacturing landscape of the modern world, innovation remains key in fostering competitiveness and growth. Whereas psychological safety has been proven to be an inducer of innovative work behaviour (IWB), fewer studies have probed the mechanism through which this is achieved, particularly in emerging economies. Addressing this literature gap, the current study examines the mediating effect of perceived organisational support (POS) between psychological safety and innovative work behaviour in a South African manufacturing company. We adopted a quantitative cross-sectional design, where data were collected from 423 employees with the help of reliable and validated measures. Data were analysed using STATA version 17, and all the respondents were collected with the help of a structured, closed-ended questionnaire. The results indicate that perceived organisational support plays a partial mediating role in the association of psychological safety with innovative work behaviour. In other words, perceived organisational support enhances the positive effect of psychological safety on employees' inclination to innovate, which highlights its strategic significance. This study contributes to the organisational behaviour field by unpacking the indirect role of POS in the safety–innovation relationship and offers practical implications for HR practitioners and leadership. Organisations are encouraged to create inclusive feedback systems, reward the contributions of employees, and infuse support mechanisms into workplace culture to release employee innovation and build adaptive capacity in competitive environments.

This study aimed to furnish insights into the features and outcomes of positive emotions in the Nkangala district. The reviewed literature indicated that such a topic is under-researched in the Nkangala region. This study employed the affective events theory (AET). The study's research design was both descriptive and correlational and influenced by the positivism paradigm. The sample size of 808 municipal employees was conveniently selected due to not having a sample frame, and other municipal respondents were unwilling to participate in the study. In addition, other managers did not provide researchers with permission letters; hence, the data were collected from four municipalities. The data were collected using a close-ended questionnaire. A validated and reliable scales were analysed in Statistical Package for Social Science (SPSS) version 28. The results showed that autonomy was the highest feature/predictor of positive emotions. In addition, it was determined that positive emotions predicted job satisfaction. This study found that when municipal managers offer their employees autonomy, it yields happy, joyous and proud employees.  Similarly, managers who provide employees with timely feedback and who do not micro-manage employees create a positive working climate. In addition, it is recommended that supervisors and managers should submit their reports/evaluations to their employees in a timely manner and offer constructive feedback. If it is negative, managers should also provide employees with appropriate support to improve their performance. This is vital since job satisfaction is a proxy of productivity or service delivery.