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With more organizations looking for employees who take initiative and respond creatively to the challenges of the job, engagement becomes important at both individual and organizational levels. Engaged employees are generally more satisfied with their work, committed and effective at work. According to the JDR model (Schaufeli & Bakker, 2004), engagement may be produced by two types of working conditions: job demands (i.e., role stress) and job resources (i.e., self-efficacy). This study examines the role of role stress (role ambiguity and role conflict) and work engagement as antecedents of job satisfaction. A cross sectional study using online questionnaires was conducted. The sample consisted of 312 Portuguese workers. Hierarchical multiple regressions analyses have revealed that job satisfaction was significantly predicted by role conflict and work engagement. Results support JDR model by showing that positive outcomes, such as job satisfaction, may be predicted by motivational process and job demands. On a practical level, JDR model provides a framework for understanding motivating workplaces and engaged and satisfied employees.

Aim The objective of this study was to verify the mediating role of work engagement between self‐efficacy and affective organizational commitment on the basis of the Job Demands‐Resources Model in a sample of Spanish nursing staff. Background Affective organizational commitment is a key element, both for the permanence of nursing staff and for the provision of an excellent quality of care of health organizations. However, the relationships between self‐efficacy, work engagement and affective commitment to the organization have been little explored within the nursing context. Methods A total of 527 nursing professionals from Spanish public hospitals in Andalusia were surveyed, obtaining a convenience sample of 324 participants (52.96% nurses, 47.04% nursing assistants). The mediating role of work engagement was examined using structural equation modelling and the bootstrapping method. Results The results showed that affective organizational commitment was positively predicted by self‐efficacy and work engagement. Work engagement had a direct effect on affective organizational commitment, while the effect of self‐efficacy on affective commitment was totally mediated by work engagement. Conclusions The results give empirical support to the Job Demands‐Resources Model, which raises the mediating role of work engagement between self‐efficacy (personal resource) and affective organizational commitment (organizational result). Implications for nursing practice Health organizations should be aware that a greater perception of efficacy beliefs and work engagement strengthens the affective bond with the organization, thus improving the corporate image of the health institution. Implications for nursing policy Policy changes are necessary to create work environments that enhance the self‐efficacy of nursing staff and generate high levels of work engagement, such as flexible training plans and informal support groups.

Purpose: According to the Job Demands-Resources (JDR) model, engagement and job satisfaction may be produce by two types of working conditions: job demands (i.e. role stress) and job resources (i.e. self-efficacy). This study examines the role of role stress and work engagement as antecedents of job satisfaction in a sample of Spanish workers.Design/methodology/approach: This study comprised a sample of 435 Spanish workers. A cross sectional study was used to examine the relationship between role stress, work engagement and job satisfaction. Data were gathered based on personal administered questionnaires.Findings and Originality/value: Hierarchical multiple regression models have revealed that job satisfaction was significantly predicted by role stress and work engagement. Results support JDR model by showing that positive outcomes, such as job satisfaction can be predicted by motivational process and job demands. Research limitations/implications: The cross-sectional design cannot evidence of causalrelationships. This study relies on self-reports, which might increase the risk of common method variance.-360-Journal of Industrial Engineering and Management -http://dx.doi.org/10. 3926/jiem.992 Practical implications: On a practical level, the JDR model provides a framework for understanding motivating workplaces and engaged and satisfied employees.Originality/value: The JDR model could be useful in designing strategies for which engaged employees may be advantageous to improving the quality of services, while at the same time increasing employees' job satisfaction and well-being.

Professional training plans, the development of formal and informal support networks, and the availability of resources increase the levels of empowerment and decrease the likelihood of experiencing burnout in nursing professionals.