Work Engagement, Job Satisfaction and Workplace Well-Being: Examining the Moderation Effect of Migration

Abstract

Organizations and institutions are coming to realize the significance of engaged employees to the organization’s overall progress. Thus, in the recent past, research endeavours are focused on studying the implications of an engaged employee to organizational well-being (Jain et al., 2009; Luthans & Avolio, 2009; McMurray et al., 2010; X. Zheng et al., 2015). Furthermore, the impetus to this string of thought has been afforded by the Positive psychology revolution, which had implications on organizational existence (M. Seligman, 1998; M. E. P. Seligman & Csikszentmihalyi, 2001). So these two streams of thoughts have led to vehement investigations on the theme of workplace well-being (Bordi et al., 2018; Bye et al., 2020; Jarden et al., 2021; McFadden et al., 2021; Newman et al., 2018; Nimmi et al., 2022; Potts et al., 2021; C. Zheng et al., 2015); and a specific segment of research that delves on employee attitudes, that ensure the phenomenon of well-being (Brunetto et al., 2022; Fida et al., 2022; Newman et al., 2018; Walter & Hazan-Liran, 2022; Xu et al., 2022).