Implications of uncertainty, leadership, autonomy and their interactions on work-engagement.
| dc.contributor.advisor | Aalbers, Rick | |
| dc.contributor.author | Raad, Pierre de | |
| dc.date.issued | 2019-08-26 | |
| dc.description.abstract | This thesis focuses on the Novartis’s cultural change and its effect on the Dutch Affiliation of Novartis (DAN) with approximately 350 employees. In addition, the associates experience personal uncertainty, due to consequences of the planned move of Dutch HQ from Arnhem to Amsterdam. The JD-R model of Demerouti (2001) and Schaufeli and Bakker (2004) is used to explore how this cultural change, including this personal uncertainty effects work engagement. Via various regression analyses based on data from a cross sectional survey (n=177) it was shown that an increased level of autonomy, strong leadership and the interaction between both have a significant positive effect on work engagement. The hypothesis that increased intolerance of uncertainty has a negative effect on work engagement is rejected. The hypothesis that the interaction of intolerance of uncertainty and leadership has a positive effect on work engagement is also rejected. | en_US |
| dc.identifier.uri | https://theses.ubn.ru.nl/handle/123456789/8458 | |
| dc.language.iso | en | en_US |
| dc.thesis.faculty | Faculteit der Managementwetenschappen | en_US |
| dc.thesis.specialisation | Radboud Management Academy | en_US |
| dc.thesis.studyprogramme | Master Business Administration | en_US |
| dc.thesis.type | Master | en_US |
| dc.title | Implications of uncertainty, leadership, autonomy and their interactions on work-engagement. | en_US |
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