The Effects of Employee's Daily Self-management on Their Job Engagement: Case of Khorasan Regional Electricity Company

In order to improve the organization’s productivity, management literature recommends goal-setting for employees, developing indicators to ensure achievement of these goals, and evaluating the employees constantly. This type of management can impose a lot of costs on organizations and even may cause decrease in their effectiveness and efficiency. Self-management is a solution for this problem, and this article was designed to examine it on a day-to-day basis and in relation to job engagement. This was an applied study and used causal survey approach. Statistical population of the study consisted of 300 employees of Mashhad Electric Energy Distribution Company, from among whom a minimum sample size of 156 was derived. Construct validity of research instrument was examined by confirmatory factor analysis, and its reliability coefficient, Cronbach’s alpha, was greater than 0.65. Partial least squares path modeling was also used to test the hypotheses. Research findings indicate that daily self-management indirectly and positively affects job engagement. The roots of this effect are in job resources, skill variety and feedback. Accordingly, daily development opportunities do not mediate the relationship between daily self-management and job engagement.