Improving Work Performance: Examining the Role of Mindfulness and Perceived Control of Internal States in Work Engagement

Abstract Introduction: Organizations are in constant endeavor to find ways to enhance their employees’ productivity and efficiency. In this context, the present study attempted to examine if mindfulness and perceived control of internal states along with major demographic variables act as indicators of work engagement in front-liner employees. Method: In this survey, ۱۸۰ front-liners who were selected through purposive sampling from five private organizations participated. The Cognitive and Affective Mindfulness Scale-Revised, Perceived Control of Internal States Scale, and Utrecht Work Engagement Scale were administered. The obtained quantitative data were analyzed in terms of descriptive statistics, Pearson’s r, and multiple hierarchical regression analysis.   Results: Findings revealed that out of the six predictors under study, five predictors—mindfulness, perceived control of internal states along with three demographic variables (age, marital status, and years of service)—were found to significantly correlate with employees work engagement. Conclusion:  It was observed that mindfulness was a significant predictor when it was considered solely as an indicator of work engagement. Nevertheless when other predictors were considered, perceived control of internal states was found to be a dominant indicator of work engagement across the models. The shortcomings, future directions, and implications were also discussed.

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Keywords: Mindfulness , perceived control of internal state , work engagement , organization , front-line employees