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The current study examined responses from 342 full-time and part-time employees in Macau’s gaming and public sector. The intention was to examine the relationship and explore the effect of organizational culture (innovative, supportive, and bureaucratic) and organizational leadership (transformational and transactional) on employee work engagement (cognitive, emotional, and physical) with the moderating role of organizational commitment (affective and continuance). The objectives of this study are mainly: 1) to explore the relationship between organizational culture and leadership with employee engagement respectively; 2) to further investigate employee engagement and the difference between the gaming sector and the public sector, and 3) to explore the moderating role of organizational commitment between the organizational culture and leadership to employee engagement respectively. Understanding the relationship between these essential elements is crucial for the individual and organization which ultimately leads to a sustainable and utmost performance for the benefit of Macau's constant economic development. While regression analysis represented transformational leadership as the powerful predictor of the three facets of work engagement to employees in both sectors. Though there was no relationship between the variables and the moderators, there was a positive interaction between transformational leadership, affective commitment (TFL x AC), and emotional and physical work engagement of the employees from the gaming sector, there was a positive interaction between innovative culture, affective commitment (IC x AC) and cognitive work engagement and a negative interaction between transactional leadership, continuance commitment (TL x CC) and emotional work engagement in the public sector subgroup. Results were interpreted concerning the organizations, leaders, and employees in both sectors in Macau, followed by a discussion on the implications of enhancing work engagement
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With the increasing number of tourists coming to Macau after the three years of lockdown period, more quality services are expected. However, organisations are now facing a big challenge in maintaining sufficient employee, managing their employees’ performance and productivity. Employee engagement plays an important role because it will not only affect individual performance but also the performance of an organisation. This is the first study to provide evidence of the engagement level of general employees working in Macau, and of its relationships with job autonomy, organisational justice and organisational culture. The study results revealed that the levels of vigour, dedication and absorption of employees working full time in Macau were slightly above the mid-point value 3 of the scale, with about 30% of employees were found less engaged or disengaged. Criteria autonomy, method autonomy, schedule autonomy, organisational justice and collectivism culture were positively and significantly correlated with all three dimensions of employee engagement (i.e. vigour, dedication and absorption). There is no significant negative relationship between power distance culture and employee engagement. Method autonomy was the strongest positive predictor of all three dimensions of employee engagement, followed by organisational justice, while collectivism culture was a positive predictor for vigour and absorption. The implications for management will be discussed in terms of organisational support and communication
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The Macau six gaming concessionaires are encouraged to diversify their business activities beyond the gaming sector to promote a more balanced economy in Macau. It is worth noting that a substantial portion of the workforce within these organizations is employed in non-gaming sectors. Unlike previous studies that primarily concentrated on the gaming sector, this study aims to assess the extent of work engagement among all employees, encompassing both gaming and non-gaming employees, within the six gaming concessionaires of Macau. It also aims to explore the correlation between organizational culture and work engagement, as well as the mediating role of job satisfaction in this relationship. The survey design utilized convenience and referral sampling methods to select the sample. A quantitative approach was employed, and data was collected through an online self-response questionnaire with a total of 396 participants. The study findings reveal a positive correlation among all variables, with a particularly strong relationship observed between supportive organizational culture and various aspects of work engagement. Notably, the mediating variable of job satisfaction, specifically the nature of work, had a more significant impact than the direct effect of organizational culture on emotional and physical work engagement. These findings suggest that organizations should prioritize the development of a supportive organizational culture to enhance work engagement. Furthermore, it is crucial to provide employees with motivating and meaningful work that gives them a sense of accomplishment upon completion. Future studies could explore the relationship between organizational culture and work engagement by examining two distinct employee groups, such as local employees and expatriates