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.     

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 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.     

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.     

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.     

Eldercare demands, strain, and work engagement: The moderating role of perceived organizational support

Demographic changes give rise to an increasing number of middle-aged employees providing home-based care to an elderly family member. However, the potentially important role of employees' perceptions of organizational support for eldercare has so far not been investigated. The goal of this study was to examine a stressor–strain–outcome model (Koeske & Koeske, 1993) of eldercare strain as a mediator of the relationship between eldercare demands and caregivers' work engagement. Perceived organizational eldercare support was expected to attenuate the positive relationship between eldercare demands and eldercare strain and to buffer the negative relationship between eldercare strain and work engagement. Results of mediation and moderated mediation analyses with data collected from 147 employees providing eldercare supported the hypotheses. The findings suggest that perceived organizational eldercare support is especially beneficial for employees' work engagement when eldercare demands and strain are high.     

Anatomy of an error: A bidirectional state model of task engagement/disengagement and attention-related errors

We present arguments and evidence for a three-state attentional model of task engagement/disengagement. The model postulates three states of mind-wandering: occurrent task inattention, generic task inattention, and response disengagement. We hypothesize that all three states are both causes and consequences of task performance outcomes and apply across a variety of experimental and real-world tasks. We apply this model to the analysis of a widely used GO/NOGO task, the Sustained Attention to Response Task (SART). We identify three performance characteristics of the SART that map onto the three states of the model: RT variability, anticipations, and omissions. Predictions based on the model are tested, and largely corroborated, via regression and lag-sequential analyses of both successful and unsuccessful withholding on NOGO trials as well as self-reported mind-wandering and everyday cognitive errors. The results revealed theoretically consistent temporal associations among the state indicators and between these and SART errors as well as with self-report measures. Lag analysis was consistent with the hypotheses that temporal transitions among states are often extremely abrupt and that the association between mind-wandering and performance is bidirectional. The bidirectional effects suggest that errors constitute important occasions for reactive mind-wandering. The model also enables concrete phenomenological, behavioral, and physiological predictions for future research.     

A model of stress and coping and their influence on individual and organizational outcomes

A model of coping with stress is proposed in which coping mediates the relationship among organizational stressors and personal characteristics, and job-related strains and organizational outcomes. Study results, based on a sample of professional salespeople, provide overall support for most of the hypothesized relationships among work-related stressors, personal characteristics, and coping styles. Findings also support the influence of emotion-focused coping on the psychological outcomes of emotional exhaustion and job-induced anxiety; which in turn are found to influence job satisfaction and intention to withdraw. While problem-focused coping had no effect on job-induced anxiety, problem-focused coping did effect emotional exhaustion, which in turn influences job satisfaction and intention to withdraw. Minor differences were found when the proposed model was applied to saleswomen versus salesmen. Overall, however, the model was robust across both genders.     

The value of job crafting for work engagement,task performance,and career satisfaction: longitudinal and quasi-experimental evidence

We examine how job crafting (i.e. seeking resources, seeking challenges, decreasing demands) increases the person-job fit of employees. In Study 1, we studied job crafting’s effects over time. 111 employees filled out a questionnaire at two time points with 6 months in between. We found that seeking resources behavior at Time 1 positively affected work engagement, task performance, and career satisfaction at Time 2. Decreasing demands at Time 1 negatively affected work engagement, task performance, and career satisfaction at Time 2. In Study 2, we tested a job crafting intervention using a quasi-experimental design (i.e., intervention group, N = 60, and a control group, N = 59). The intervention was successful, as participants in the intervention group increased seeking resources and decreasing demands behaviors. Furthermore, seeking resources behavior was the main driver of increased participants’ work engagement, task performance, and career satisfaction.     

The Job Demands–Resources model: An analysis of additive and joint effects of demands and resources

The present study investigated the additive, synergistic, and moderating effects of job demands and job resources on well-being (burnout and work engagement) and organizational outcomes, as specified by the Job Demands–Resources (JD-R) model. A survey was conducted among two Chinese samples: 625 blue collar workers and 761 health professionals. A series of multi-group structural equation modeling analyses supported the two processes proposed by the JD-R model: (1) the stress process that originates from job demands and leads, via burnout, to negative organizational outcomes (turnover intention and low organization commitment); and (2) the motivational process that originates from job resources and leads, via work engagement, to positive organizational outcomes. In contrast to moderating effects, synergistic effects of job demands and job resources on burnout and work engagement were found in both samples. However, after controlling for additive effects of job demands and job resources, these synergistic effects largely disappeared. In conclusion, the hypothesized additive effects of the JD-R model were found but the evidence for additional synergistic and moderating effects was weak.