LINKING ORGANIZATIONAL PURPOSE TO EMPLOYEE ENGAGEMENT: THE MEDIATING ROLE OF THRIVING AT WORK AND THE MODERATING ROLE OF DIGITAL RESILIENCE

Abstract

This study investigates the relationships among organizational purpose, thriving at work, digital resilience, and employee engagement within higher education institutions in Pakistan. Drawing on the Job Demands–Resources (JD-R) model and Self-Determination Theory (SDT), the research examines how organizational purpose influences employee engagement, the mediating role of thriving at work, and the moderating effect of digital resilience. A cross-sectional survey of faculty and administrative staff (N = 300) was conducted, and data were analyzed using descriptive statistics, correlation analysis, Confirmatory Factor Analysis, and Hayes’ PROCESS macro for mediation and moderation. Results indicate that organizational purpose positively predicts employee engagement, both directly and indirectly through thriving at work. Thriving at work emerges as a key psychological mechanism, linking institutional meaning and employee motivation, while digital resilience strengthens the relationship between purpose and engagement, highlighting its role as a boundary condition in technology-intensive academic environments. The study contributes theoretically by integrating organizational purpose, thriving, and digital resilience within JD-R and SDT frameworks, and practically by offering strategies for higher education leaders to foster engagement, vitality, learning, and adaptability among staff. Implications for institutional policies, professional development, and digital skill-building are discussed, alongside directions for future research on longitudinal effects and cross-cultural validation.