Job engagement and work outcomes in a cognitively demanding context

Abstract

Purpose -Job engagement has attracted much attention recently. However, very little research distinguishes between how the context may affect different engagement dimensions differently. Based on a theory of resource exhaustion, the purpose of this paper is to focus on a cognitively demanding work context in order to explore variations in effect of different engagement dimension and different expatriate work outcomes. Design/methodology/approach -The authors use survey results from 102 expatriate academics in Singapore to study the relations between job engagement and expatriate work outcomes. Contrary to most studies, the authors examine physical, emotional, and cognitive engagement separately. Findings -The authors found that for expatriate academics, the different dimensions of job engagement have different relationships with work outcomes such that physical engagement and emotional engagement are positively associated with various work outcomes while cognitive engagement is negatively related or not associated at all with the same work outcomes. The authors explain the variation in results by drawing on recent developments in social cognitive neuroscience. Originality/value -This is one of the first empirical studies to examine job engagement in an international setting and the application of a social cognitive neuroscience provides a novel perspective. An engagement theory of resource exhaustion could enhance theory building as well as facilitate the understanding of the association between job engagement and work outcomes in varying contexts.

Work engagement and intercultural adjustment

“…This result is similar to a study by Lauring and Selmer (2015) where absorption was found to reduce job satisfaction among expatriate academics in Singapore. On the other hand, in this study, dedication had a positive association with the same variable, and vigor was positively associated with work performance.…”

The Influence of Perceived Organizational Support and Work Adjustment on the Employee Performance of Expatriate Teachers in Thailand

“…In addition, Na-Nan & Pukkeeree 2013found that work adjustment is the psychological state of a person, the feeling of comfort or relaxation, with the varieties of environment that are experienced. WA is a complex process involved with acculturative stress reduction (Berry, 1992), a gradual amelioration of social skills deficits (Lauring & Selmer, 2015), a recognition of expectations fitting with the new reality (Ghosh, 2013), or sometimes the culmination of a personal odyssey with a change in a philosophical worldview (Yoshikawa, 1987). A three-dimensional view of WA was proposed by Na-Nan & Pukkeeree (2013) as follows: (1) adjustment to work: a level of ability or potential according to which people are able to perform their responsibilities perfectly based on their knowledge, skills, and personality to meet the needs and expectations of the organization (Dawis & Lofquist, 1984); (2) adjustment to rules: the personal ability to accept or adapt to the organization's rules, structure, communication system, commands, and decentralization, which the employee must face in their work; and (3) adjustment to co-workers or networking (Andrews & Kacmar, 2001, Ashford & Black, 1996, Raghuram et al, 2001: the personal ability to work with or maintain independence from others in a workplace, a basic need of people who maintain social stability.…”

Job resources and demands for expatriate academics

“…It is important to note that no exhaustive list of job demands and job resources should be made, but that the precise relevant demands and resources are contingent upon the context and characteristics of the job (Bakker and Demerouti, 2007). In the case of expatriates, job demands could, for example, be the demand of having to adjust to a foreign culture which is often associated with great emotional and cognitive costs (Lazarova et al, 2010;Ren et al, 2014;Lauring and Selmer, 2015). Job resources, on the other hand, are aspects of the job that are functional in achieving work goals and may reduce the 8 JGM 5,1 intensity of job demands.…”