Relational dynamics amongst personal resources: Consequences for employee engagement

Abstract

Orientation: Consistent with the central tenets of the job demands-resources theory, research has shown that personal resources foster employee engagement. There is, however, a gap in the literature, as limited research has explored the relational dynamics amongst personal resources.Research purpose: Firstly, to explore the relational dynamics amongst personal resources and, secondly, to determine its consequences for employee engagement.The motivation of the study: Employees possess multiple personal resources. In consideration of this, the researchers propose that it is necessary to adopt a structural model to capture the interrelatedness of the personal resources phenomenon and its consequences for employee engagement.Research approach/design and method: A quantitative cross-sectional survey design was used in the study to collect primary data amongst teachers from public schools located across the Western Cape province (n = 353).Main findings: The results of the study demonstrated that personal resources are related to each other and, in turn, foster employee engagement.Practical/managerial implications: The researchers recommend human resource interventions that can be developed and implemented to cultivate personal resources, specifically emotional intelligence, work locus of control, psychological capital and calling orientation.Contribution/value-add: A structural model was adopted to explore the relational dynamics amongst personal resources. This enabled the researchers to capture the complexity of the personal resources phenomenon and its consequences for employee engagement.

Mapping Emotional Intelligence and Psychological Capital Research: A Bibliometric Analysis and Future Research Agenda

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Personal Resources, Work Demands and Work Outcomes: A Test of the JD-R Model

“…The literature referring to personal resources points out some personal resources that have emerged as predictors of engagement. For example, locus of control at work, psychological capital (PsyCap) and vocation were good predictors of work engagement (Vermooten et al, 2021); proactivity, self-efficacy and reflexivity were more powerful predictors of engagement than optimism and assertiveness (Contreras et al, 2020). Self-efficacy and optimism help redesign work and thus improve engagement (Tadić-Vujčić, 2019).…”

Teoría de las demandas y los recursos laborales en el profesorado. Una revisión sistemática

“…Asimismo, la inteligencia emocional, el control y la autonomía son recursos del profesorado que ayudan a reducir la intención de abandonar el trabajo (Mérida-López et al, 2020;Moreno-Jiménez et al, 2009). Además, la orientación por vocación y la inteligencia emocional se relaciona con el compromiso laboral y su efecto se ve potenciado por el capital psicológico (Vermooten et al, 2021).…”