Relationship between job redesign and employee work engagement during COVID- 19 pandemic

Organizacije putem dizajna i redizajna posla nastoje održavati svoje zaposlenike motiviranim, odnosno radno angažiranim. Na osnovi toga (re)dizajn posla možemo smatrati kao mehanizam pomoću kojeg organizacije utječu na radnu angažiranost svojih zaposlenika. Kroz ovaj rad istražena je povezanost između redizajna posla i radne angažiranosti zaposlenika tijekom COVID-19 pandemije. Na uzorku od 31 ispitanika zaposlenika u Republici Hrvatskoj ustanovljeno je da je menadžerski redizajn posla, kao jedan od četiri promatrana oblika redizajna posla, jedini značajno pozitivno povezan s radnom angažiranosti ispitanika tijekom COVID-19 pandemije. Također, regresijska analiza je pokazala kako jedino menadžerski redizajn posla ima pozitivan značajan utjecaj na radnu angažiranost zaposlenika. S druge strane, rezultati istraživanja su pokazali da dorađivanje posla, bipolarni pristup i pristup stručnjaka nisu bili značajno povezani s radnom angažiranosti zaposlenika.Organizations are trying to keep their employees motivated and work engaged through job design and job redesign. With that notion, job (re)design can be seen as a mechanism through which organizations affect their employees work engagement. This study investigates the relationship between job redesign and employee work engagement during the COVID-19 pandemic. On a sample of 31 employees in Croatia, it was established that among four observed forms of job redesign, only manager's redesign has a significant positive relationship with work engagement. Also, regression analysis has shown that only manager's redesign has positive and significant effect on employees work engagement. On the other hand, results of this study have shown that bottom- up approach (job crafting) as well as other forms of job redesign don’t have a significant effect on employees work engagement