A structural model of job resources, organisational and individual strengths use and work engagement

Botha, Christoff; Mostert, Karina

doi:10.4102/sajip.v40i1.1135

Cited by 44 publications

(53 citation statements)

References 55 publications

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“…These results are in line with the results from previous research. A recent study by Botha and Mostert (2014) found that employees who are allowed to use their strengths at work experience higher work engagement.…”

Section: Outline Of the Resultsmentioning

confidence: 99%

Investigating the impact of a combined approach of perceived organisational support for strengths use and deficit correction on employee outcomes

Els

Mostert

Woerkom

2018

SA j. hum. resour. manag.

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Orientation: The positive psychology paradigm suggests a balanced focus on employee strengths and deficits. However, an overemphasis on strengths has raised questions regarding the value of a focus on strengths use, deficit improvement or a combined approach with a balanced focus on both.Research purpose: The primary objective was to examine whether perceived organisational support (POS) for strengths use, POS for deficit improvement or a combined approach would be the strongest predictor of work engagement, learning, job satisfaction and turnover intention.Motivation for the study: In the literature, there is little empirical evidence to support an approach where both employees’ strengths are used and their deficits improved.Research design, approach and method: This study was conducted among 266 teachers from four public schools in the Western Cape. A cross-sectional survey design was used.Main findings: The results suggest that both strengths use and deficit improvement are important predictors of work engagement, learning, job satisfaction and turnover intention. Learning was higher and turnover intention lower for individuals experiencing a combined approach compared to those believing that their school did not support them in either using their strengths or improving their deficits. Furthermore, a combined approach was associated with higher job satisfaction than a strengths-based approach, and a deficit-based approach was shown to be associated with higher levels of work engagement and lower turnover intentions compared to an environment where neither employees’ strengths nor deficits were addressed.Practical or managerial implications: The results urge organisations to invest an equal amount of resources in their employees’ strengths and deficits, as opposed to neglecting either one. Such a combined approach may be associated with increased work engagement, learning and job satisfaction and lower turnover intention.Contribution: This study provides empirical evidence that supports a combined approach where both employees’ strengths are used and their deficits developed.

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Section: Outline Of the Resultsmentioning

confidence: 99%

Investigating the impact of a combined approach of perceived organisational support for strengths use and deficit correction on employee outcomes

Els

Mostert

Woerkom

2018

SA j. hum. resour. manag.

Self Cite

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“…Recently, studies have also started to focus on the effect of strengths use and deficit correction (SUDCO) on engagement (Botha & Mostert, 2014;Els, Mostert & Van Woerkom, 2015;Keenan & Mostert, 2013;Stander et al, 2014;Van Niekerk, Mostert & De Beer, 2016;Van Woerkom et al, 2016). These studies confirmed the predictive value of both SUDCO on engagement.…”

Section: Introductionmentioning

confidence: 84%

“…In studies conducted by Botha and Mostert (2014) and Stander and Mostert (2013), POS for strengths use was found to have a significant positive relationship with work engagement. This is consistent with Buckingham's (2007) conclusion that those activities completed from a strengths approach are energising and will be performed with excellence, which practically can be less time-consuming.…”

Section: Literature Reviewmentioning

confidence: 91%

“…Buckingham (2007), on the other hand, explains that strengths are activities that are energising and performed with effortless excellence. As previously discussed, numerous positive organisational outcomes are associated with the use of strengths within the workplace, such as job satisfaction (Peterson, Stephens, Park, Lee & Seligman, 2009), organisational commitment (Biswas et al, 2011 and work engagement (Botha & Mostert, 2014;Harzer & Ruch, 2012Stander et al, 2014;Van Woerkom et al, 2015).…”

Section: Literature Reviewmentioning

confidence: 97%

“…This movement fuelled various other research studies on the application and use of strengths within the workplace and, subsequently, positive organisational outcomes have been attributed to the strengths approach. Various studies have shown that work engagement is one of the positive outcomes of the use of strengths (Botha & Mostert, 2014;Harter, Schidt & Hayes, 2002;Harzer & Ruch, 2012Keenan & Mostert, 2013;Stander, Mostert & De Beer, 2014;Van Woerkom, Oerlemans & Bakker, 2015). In addition, Clifton and Harter (2003) have indicated that productivity increases for employees who use their strengths.…”

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

Investigating strengths and deficits to increase work engagement: A longitudinal study in the mining industry

Mphahlele

Els

Beer

et al. 2018

SA j. hum. resour. manag.

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Orientation: The motivational process of the Job Demands-Resources (JD-R) model indicates that job resources are the main predictors of work engagement. Previous research has found that the two job resources perceived organisational support (POS) for strengths use and POS for deficit correction are also positively related to work engagement. However, the causal relationships between these variables have not been investigated longitudinally.Research purpose: To determine if POS for strengths use and POS for deficit correction are significant predictors of work engagement over time.Motivation for the study: In the literature, empirical evidence on the longitudinal relationships between work engagement and specific job resources, namely POS for strengths use and POS for deficit correction, is limited.Research design, approach and method: A longitudinal design was employed in this study. The first wave elicited a total of 376 responses, while the second wave had a total sample size of 79. A web-based survey was used to measure the constructs and to gather data at both points in time. Structural equation modelling was used to investigate the hypotheses.Main findings: The results indicated that both POS for strengths use and POS for deficit correction are positively related to work engagement in the short term. However, only POS for deficit correction significantly predicted work engagement over time.Practical and managerial implications: The results provide valuable insights to organisations by providing knowledge regarding which approach influences work engagement levels of their employees in the short and long term.Contribution or value-add: The study contributes to the limited research on what job resources predict work engagement over time.

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Migrant domestic workers' character strengths and the role of work‐related factors: A strengths‐based perspective

Nalipay

King²,

Garabiles

et al. 2021

Int J Psychol

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Most studies on migrant domestic workers (MDW) focus on their problems and vulnerabilities, whereas not much is known about their positive attributes and character strengths. Hence, this study intends to deviate from the usual deficit‐based view of MDW, which portrays them as victims, to a strengths‐based perspective, which highlights their character strengths. In this study, we examined MDW's character strengths (i.e. positive human attributes that contribute to the thriving of oneself and others) and work‐related factors associated with it. The participants of the study were 631 Filipino female MDW in Hong Kong. We examined how work‐related factors (employer support and working conditions) predicted different character strength domains (courage, humanity, justice, moderation, transcendence and wisdom) through strengths use. Results of structural equation modelling revealed that employer support consistently predicted all six domains of character strengths through increased strengths use. These findings highlight the important role of employer support on MDW's character strengths. More importantly, it can raise critical awareness on MDW's strengths and well‐being, and provide a platform for future strengths‐based programmes and policies.

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A structural model of job resources, organisational and individual strengths use and work engagement

Cited by 44 publications

References 55 publications

Investigating the impact of a combined approach of perceived organisational support for strengths use and deficit correction on employee outcomes

Investigating the impact of a combined approach of perceived organisational support for strengths use and deficit correction on employee outcomes

Investigating strengths and deficits to increase work engagement: A longitudinal study in the mining industry

Migrant domestic workers' character strengths and the role of work‐related factors: A strengths‐based perspective

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