Reciprocal relationships between job resources, personal resources, and work engagement

This study examined longitudinal relationships between job resources, personal resources, and work engagement. On the basis of Conservation of Resources theory, we hypothesized that job resources, personal resources, and work engagement are reciprocal over time. The study was conducted among 163 employees, who were followed-up over a period of 18 months on average. Results of structural equation modeling analyses supported our hypotheses. Specifically, we found that T1 job and personal resources related positively to T2 work engagement. Additionally, T1 work engagement related positively to T2 job and personal resources. The model that fit best was the reciprocal model, which showed that not only resources and work engagement but also job and personal resources were mutually related. These findings support the assumption of Conservation of Resources theory that various types of resources and well-being evolve into a cycle that determines employees’ successful adaptation to their work environments.     

Stability and change model of job resources and work engagement: A seven-year three-wave follow-up study

Using the stability and change model, conservation of resources theory and the job demands-resources model, this study aimed to determine: (1) the extent to which work engagement and job resources can be explained by a component reflecting stability and a component reflecting change in these constructs, and (2) the strength and direction of the relationship between work engagement and job resources when their stable components are controlled for. The study was carried out among 1,964 Finnish dentists over a seven-year time period (2003–2010), using a three-wave dataset. Some of the dentists had changed jobs during the follow-up, and therefore the research questions were validated among groups of job stayers and job changers. The stability and change models were examined using structural equation modelling. The results showed that 69–77% of the variance of dentists’ work engagement, and 46–49% of the variance of job resources was explained by the component reflecting stability. However, although there was a positive relationship between job resources and work engagement, the primary direction of this relationship could not be determined. Either job resources or work engagement may be considered as the initiator of this relationship. Job change did not affect the results.     

Job demands and resources as antecedents of work engagement: A longitudinal study

By utilizing a 2-year longitudinal design, the present study investigated the experience of work engagement and its antecedents among Finnish health care personnel (n = 409). The data were collected by questionnaires in 2003 (Time 1) and in 2005 (Time 2). The study showed that work engagement—especially vigor and dedication—was relatively frequently experienced among the participants, and its average level did not change across the follow-up period. In addition, the experience of work engagement turned out to be reasonably stable during the 2-year period. Job resources predicted work engagement better than job demands. Job control and organization-based self-esteem proved to be the best lagged predictors of the three dimensions of work engagement. However, only the positive effect of job control on dedication remained statistically significant after controlling for the baseline level of work engagement (Time 1).     

Work engagement: Further reflections on the state of play

In this article we further reflect on the “state of play” of work engagement. We consider, clarify, and respond to issues and themes raised by eight preeminent work engagement researchers who were invited to respond to our position article. The key themes we reflect upon include: (1) theory and measurement of engagement; (2) state and task engagement; (3) climate for engagement versus collective engagement; (4) the dark side of engagement; (5) where job crafting may go wrong; and (6) moderators of the engagement–performance relationship. We conclude that engagement can sensibly be conceptualized as a positive and high arousal affective state characterized by energy and involvement; that there may be additional dimensions that might usefully be included; that we need to more fully understand the day-to-day and moment-to-moment temporal dynamics and implications of engagement; that a “climate for engagement” will influence individual and organizational outcomes; that although engagement is at heart a positive construct, the “dark side” of engagement needs to be acknowledged and understood; that “job crafting” provides a potentially powerful way for employees to manage their engagement; and that we need to gain a better understanding of the moderators that influence the way that engagement is related to performance. We also outline some practical implications that follow from our conclusions.     

The role of personal resources in explaining well-being and performance: A study among young veterinary professionals

This study examines the role of three personal resources (i.e., proactive behaviour, reflective behaviour, and self-efficacy) in the Job Demands–Resources (JD-R) model in order to predict self and other ratings of performance. The sample consisted of 860 Dutch veterinary professionals and 170 colleagues. We hypothesized and found that work engagement mediates the relationship between job as well as personal resources and extrarole performance and the relationship between job resources and work engagement. Although hypothesized, we found no support for the mediating role of exhaustion in the relationship between job demands as well as personal resources and inrole performance. Moreover personal resources were directly related to in- and extrarole performance. In conclusion, the study expands the JD-R model by integrating personal resources at a behavioural level and performance measures in the model, and shows that personal resources have a mediating and initiating role in explaining work engagement and performance in young veterinary professionals.     

Work engagement during life-span: The role of interaction outside the organization and task significance

Growing proportion of older employees in the workforce has pushed scholars and managers to examine the changes of individual work-related attitudes and behavior during the life-span and accordingly reconsider work design to sustain the engagement of aging workforces. This study contributes to ambiguous previous findings by investigating age–work engagement linkage and moderating effects of such job characteristics as employees' perceived task significance and interaction outside organization. Survey of bank employees revealed an overall positive linear effect of age on work engagement; task significance was further positively related to work engagement. Although the direct impact of interaction outside the organization to work engagement was not found, the interaction outside the organization moderated the relationship between age and work engagement: older employees with more external interactions reported higher engagement levels than older employees with fewer interactions. Work engagement was highest for older employees who experienced more interaction outside the organization, or perceived their work as significant or both. There was no positive effect of age on work engagement for employees with both lower levels of interaction outside organization and lower task significance.     

Flourishing students: A longitudinal study on positive emotions,personal resources,and study engagement

The aim of this two-wave questionnaire study with a 4-week interval among 391 Dutch university students was to test a gain cycle of positive emotions, personal resources, and study engagement. As a theoretical basis, this study drew on the broaden-and-build (B&B) theory and the conservation of resources (COR) theory. More specifically, it was hypothesized that the experience of positive emotions predicts students’ future personal resources and study engagement. Moreover, it was expected that there is a longitudinal relationship between personal resources and study engagement. Furthermore, we hypothesized that positive emotions, personal resources, and study engagement are reciprocally related. Results, obtained by means of structural equation modeling, confirmed both causal (except for the positive relationship between positive emotions and study engagement) and reciprocal hypotheses, thereby successfully integrating the B&B theory with the COR theory.     

How personal resources predict work engagement and self‐rated performance among construction workers: A social cognitive perspective

Traditionally, research focussing on psychosocial factors in the construction industry has focused mainly on the negative aspects of health and on results such as occupational accidents. This study, however, focuses on the specific relationships among the different positive psychosocial factors shared by construction workers that could be responsible for occupational well‐being and outcomes such as performance. The main objective of this study was to test whether personal resources predict self‐rated job performance through job resources and work engagement. Following the predictions of Bandura's Social Cognitive Theory and the motivational process of the Job Demands‐Resources Model, we expect that the relationship between personal resources and performance will be fully mediated by job resources and work engagement. The sample consists of 228 construction workers. Structural equation modelling supports the research model. Personal resources (i.e. self‐efficacy, mental and emotional competences) play a predicting role in the perception of job resources (i.e. job control and supervisor social support), which in turn leads to work engagement and self‐rated performance. This study emphasises the crucial role that personal resources play in determining how people perceive job resources by determining the levels of work engagement and, hence, their self‐rated job performance. Theoretical and practical implications are discussed.     

Work engagement and burnout: testing the robustness of the Job Demands-Resources model

This study focuses on work engagement and its negative antipode, burnout, as well as their antecedents and consequences. According to the Job Demands-Resources (JD-R) model, two different processes have to be distinguished: a motivational process that links job resources with turnover intention through work engagement, and an energetic process that links job demands and health complaints via the mediating role of burnout. The robustness of the JD-R model was tested in a heterogeneous occupational sample (N = 846). Structural equation modeling analyses yielded a slightly modified model with only exhaustion being indicative of burnout and vigor, dedication along with absorption being indicative of engagement. The results provide evidence for the dipartite structure of the JD-R model. Multi-group analyses revealed the model to be invariant across age and gender. Although strengths of path coefficients and factor loadings differed among white- and blue-collar workers, the basic structure of the model was also confirmed among these subgroups. Therefore, the findings underscore the robustness of the JD-R model.     

Positive gain spirals at work: From job resources to work engagement, personal initiative and work-unit innovativeness

The present cross-lagged panel study aimed to investigate the energizing power of job resources and related gain spirals. Drawing on Hobfoll’s Conservation of Resources (COR) theory’s rarely tested assumptions of cumulative resource gains and gain spirals a reciprocal process was expected: (1) job resources lead to work engagement and work engagement leads to personal initiative (PI), which, in turn, has a positive impact on work-unit innovativeness, and (2) work-unit innovativeness leads to PI, which has a positive impact on work engagement, which finally predicts future job resources. The study was based on a two-wave 3-year panel design among 2555 Finnish dentists. Structural equation modeling was employed to study cross-lagged associations. The results mainly confirmed our hypotheses: positive and reciprocal cross-lagged associations were found between job resources and work engagement and between work engagement and PI. In addition, PI had a positive impact on work-unit innovativeness over time.     

Family mastery enhances work engagement in Chinese nurses: A cross-lagged analysis

Based on Greenhaus and Powell's (2006) theory of work–family enrichment and the job demands-resources (JD-R) model of work engagement (Bakker & Demerouti, 2008), this study focused on the family-to-work enrichment process by investigating the effect of family mastery on work engagement in a Chinese context. A sample of 279 Chinese female nurses completed questionnaires in a two-wave longitudinal survey. With a cross–lagged analysis, the results indicated that family mastery at Time 1 had a significant positive effect on work engagement at Time 2. Furthermore, the relationship between family mastery and work engagement was stronger in a context of high (vs. low) job demand. These findings suggested that resource generated in family could directly help people stay engaged in the workplace, particularly under stressful working conditions. Our findings have expanded the JD-R model of work engagement and bridged it with theory of work–family enrichment. Implications for theory and practices are discussed.     

Being engaged when resources are low: A multi-source study of selective optimization with compensation at work

This study examined self-regulation in the form of selective optimization with compensation (SOC) at work as a moderator of the relationships of job control (as a job resource) and feeling recovered and energized in the morning (as a personal energy resource) with self- and coworker-rated work engagement. SOC was hypothesized to offset low levels of job control and low levels of personal energy. Based on a sample of 405 public-service employees in Germany, including a multi-source subsample of 141 employees and their respective coworkers, the results showed that SOC use moderated the relationship between the level of personal energy and self-ratings as well as coworker ratings of work engagement such that SOC mitigated low levels of personal energy. SOC at work did not offset low job control. The results suggest that using SOC is particularly important when employees lack energy. SOC strategies should, therefore, be fostered by managers and organizations.     

Demands,resources, and work ability: A cross-national examination of health care workers

Understanding work ability, with the goal of promoting it, is important for individuals as well as organizations. It is especially important to study work ability in health care workers, who face many work-related challenges that may threaten work ability. We studied various job demands, job resources, and interactions of demands and resources relating to work ability using the Job Demands–Resources model as a framework. Acute care health care workers from six nations (US, Australia, UK, Brazil, Croatia, and Poland) completed a survey. Role demands related to work ability in the Australia sample only, and supervisor support related to work ability in the Australia sample only. Yet, high levels of supervisor support significantly moderated (buffered) negative relationships between physical demands and work ability in the US sample, along with negative relationships between role demands and work ability in both the Croatia and UK samples. Skill discretion related to work ability in every nation sample, and therefore appears to be particularly important to work ability perceptions. In addition, skill discretion moderated (buffered) a negative relationship between role demands and work ability in the Australia sample. We therefore recommend that interventions to help preserve or improve work ability target this important job resource.     

Life stressors, personal and social resources, and depression: a 4-year structural model

By extending earlier stress-resistance research with a 1-year time lag, findings with 254 adults show that adaptive personality characteristics and positive family support operate prospectively over 4 years in predicting reduced depression, even when prior depression is controlled. By strengthening knowledge about the determinants and mediational role of coping, the results demonstrate in a 2-group LISREL analysis that the pattern of predictive relations differs under high and low stressors. Under high stressors, personal and social resources relate to future psychological health indirectly, through more adaptive coping strategies. Under low stressors, these resources relate directly to psychological health. The results support the idea that such resources play a causal role in maintaining psychological health, and they suggest the potential for a general, adaptively oriented framework applicable to adjustment under both high and low stressors.     

Young managers’ drive to thrive: A personal work goal approach to burnout and work engagement

This study approaches young managers’ occupational well-being through their work-related goal pursuit. The main aim was to identify content categories of personal work goals and investigate their associations with background factors, goal appraisals, burnout, and work engagement. The questionnaire data consisted of 747 young Finnish managers (23-35 years; M = 31 years) who were mostly men (85.5%). Seven work-related content categories were found on the basis of qualitative data analysis: (1) competence goals (30.5%), (2) progression goals (23.7%), (3) well-being goals (15.2%), (4) job change goals (13.7%), (5) job security goals (7.4%), (6) organizational goals (5.6%), and (7) financial goals (3.9%). ANCOVA analyses, where goal appraisals and significant background factors were controlled for, indicated that organizational goals were related to low burnout and the highest level of work engagement, whereas well-being and job change goals were related to higher burnout and lower work engagement. The study shows that the contents of young managers’ work-related goals can contribute to the understanding of individual differences in occupational well-being.     

Negative work reflection,personal resources,and work engagement: the moderating role of perceived organizational support

This day-level study examined the role of perceived organizational support (POS) in the context of employees’ negative work reflection during off-job time. We hypothesized that negative work reflection during off-job time should be indirectly related to reduced work engagement on the next workday through personal resources (i.e., vigour and self-efficacy) in the morning. In addition, we hypothesized that POS moderated the relationships between negative work reflection and personal resources and between personal resources and work engagement. In total, 100 employees completed one general survey and three daily surveys (in the morning, after work, and at bedtime) over five workdays. Results of multilevel path analyses showed that negative work reflection was neither directly associated with personal resources nor indirectly with work engagement via personal resources, although vigour and self-efficacy positively predicted increased work engagement. However, negative work reflection was negatively associated with self-efficacy when POS was low. POS did not predict work engagement, but moderated the relationships between personal resources and work engagement: Consistent with the resource substitution hypothesis, high levels of POS compensated for low levels of vigour and self-efficacy. Negative work reflection had a significant negative indirect effect on work engagement through self-efficacy only when POS was low.     

Change-oriented behavior: A meta-analysis of individual and job design predictors

We propose and meta-analytically test a theoretical model of individual and job-based predictors of change-oriented behaviors. Meta-analytic tests (106 effect sizes, N = 28,402) demonstrate that employee's proactive personality is a stronger predictor of change-oriented behavior than the five-factor model (FFM) personality traits of openness and extraversion. Also, enriched job characteristics (autonomy, complexity, and task significance) are more important in predicting change-oriented behavior, than un-enriched job characteristics (routinization and formalization). Finally, we establish work engagement as a mediator that provides an explanation for how and why proactive personality and enriched job characteristics predict change-oriented behavior. We provide both theoretical and empirical integration of the literature with practical implications for managing change-oriented behaviors, which are increasingly recognized as important to both organizational effectiveness and employee career management.     

Work engagement and financial returns: A diary study on the role of job and personal resources

This study investigates how daily fluctuations in job resources (autonomy, coaching, and team climate) are related to employees' levels of personal resources (self‐efficacy, self‐esteem, and optimism), work engagement, and financial returns. Forty‐two employees working in three branches of a fast‐food company completed a questionnaire and a diary booklet over 5 consecutive workdays. Consistent with hypotheses, multi‐level analyses revealed that day‐level job resources had an effect on work engagement through day‐level personal resources, after controlling for general levels of personal resources and engagement. Day‐level coaching had a direct positive relationship with day‐level work engagement, which, in‐turn, predicted daily financial returns. Additionally, previous days' coaching had a positive, lagged effect on next days' work engagement (through next days' optimism), and on next days' financial returns.