Work engagement as mediator between job characteristics and positive and negative extra‐role behaviors

Sulea, Coralia; Vîrgă, Delia; Maricuțoiu, Laurenţiu P.; Schaufeli, Wilmar B.; Dumitru, Cătălina Zaborilă; Sava, Florin Alin

doi:10.1108/13620431211241054

Cited by 160 publications

(157 citation statements)

References 71 publications

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“…Moreover, engagement fully mediated the relationship between ethical leadership and counterproductive behaviour. Similarly, Sulea et al 225 revealed that engagement was negatively associated with counterproductive work behaviour. In their study, engagement partially mediated the relationship between interpersonal conflict and counterproductive work behaviour, as well as that between conscientiousness and counterproductive work behaviour.…”

Section: Counterproductive Performancementioning

confidence: 99%

“…At the organisational level, five cross-sectional studies 72,166,225,242,259 and one using complex methods 109 found that perceived organisational support was associated with engagement, with some of these studies also showing mediated relationships. At the team/unit level, team engagement levels were found to be positively associated with individual engagement, 127 while it was also found that colleagues' engagement levels were associated with individual engagement on days when there was frequent communication.…”

Section: Individual Perceptions Of Organisational and Team Factorsmentioning

confidence: 99%

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Evaluating the evidence on employee engagement and its potential benefits to NHS staff: a narrative synthesis of the literature

Bailey

Madden

Alfes

et al. 2015

Health Services and Delivery Research

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BackgroundRecent studies have suggested engagement is linked with beneficial outcomes for individuals and organisations. Despite growing demand for resources and advice on engagement within the NHS, there has been no systematic evaluation of how engagement strategies can be developed and operationalised within the NHS.Objectives and research questionsTo evaluate evidence and theories of employee engagement within the NHS and the general workforce to inform policy and practice. Four research questions focused on definitions and models of engagement; the evidence of links between engagement and staff morale and performance; approaches and interventions that have the greatest potential to create and embed high levels of engagement within the NHS; and the most useful tools and resources for NHS managers in order to improve engagement.Review methodsEvidence was evaluated using a narrative synthesis approach involving a structured search of relevant academic databases and grey literature. The search yielded a final data set of 217 items, comprising 172 empirical papers, 38 theoretical articles, four meta-analyses and three books. From the grey literature, only 14 items were used in the analysis.Main findingsThere is no one agreed definition or measure of engagement. Existing approaches were grouped under three headings: a psychological state; a composite attitudinal and behavioural construct; and employment relations practice. Most fell under the first category, with the Utrecht Work Engagement Scale being the most prevalent. Most theorising around engagement used the job demands–resources framework. Thirty-five studies considered engagement and morale, and the most consistent finding was a positive link between engagement and life satisfaction, and a negative link between engagement and burnout. Some studies suggested that engagement was positively associated with organisational commitment and job satisfaction and negatively linked to turnover intentions. Of 42 studies that looked at performance and engagement, the strongest support was found for a link between engagement and individual in-role performance and a negative link between engagement and counterproductive performance outcomes. A link between engagement and higher-level performance outcomes was also found. Of 155 studies that explored approaches and interventions that promote engagement, the strongest support was found for the following: positive psychological states including resilience; job-related resources and job design features; positive leadership; perceived organisational support; team-level engagement; training and development. Only a small proportion of studies were based in health-care settings, making the application of evidence to wider contexts limited. Studies identified in the grey literature suggested that the focus of practitioner material was more on wider managerial issues than on psychological factors.ConclusionsThe synthesis highlights the complex nature of the engagement evidence base. The quality of evidence was mixed. Most studies were cross-sectional, self-report surveys, although the minority of studies that used more complex methods such as longitudinal study designs or multiple respondents were able to lend more weight to inferences of causality. The evidence from the health-care sector was relatively sparse. Only a few studies used complex methods and just two had taken place in the UK. The evidence synthesis suggests that employers might consider several factors in efforts to raise levels of engagement including development and coaching to raise levels of employee resilience, the provision of adequate job resources, and fostering positive and supportive leadership styles.FundingThis project was funded by the National Institute for Health Research (NIHR) Health Services and Delivery Research (HSDR) programme.

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Section: Counterproductive Performancementioning

confidence: 99%

Section: Individual Perceptions Of Organisational and Team Factorsmentioning

confidence: 99%

Evaluating the evidence on employee engagement and its potential benefits to NHS staff: a narrative synthesis of the literature

Bailey

Madden

Alfes

et al. 2015

Health Services and Delivery Research

View full text Add to dashboard Cite

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“…Several empirical studies in the private sector show that it has important effects on extrarole performance (Sulea et al, 2012) and in-role performance (Chughtai & Buckley, 2011). Although public servants pride has several positive effects, it is not instantly apparent which instruments help to stimulate pride.…”

Section: Introductionmentioning

confidence: 99%

Proud to Be a Public Servant? An Analysis of the Work-Related Determinants of Professional Pride among Dutch Public Servants

Borst

Lako

2017

International Journal of Public Administration

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A proud public servant is defined as someone who works honorably, conscientiously, and with dedication. Although professional pride has several positive effects on the performances of public servants, it is not instantly apparent which instruments help to stimulate pride. This study combines the Job Demands-Resources model and the High Performance Work Practices taxonomy to analyze the determinants of pride. The analysis of a large dataset of Dutch public servants shows that their professional pride can barely be influenced by High-Performance Work Practices but is in particular determined by the work environment and personal experiences related to the work.

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“…Previous studies have showed that work engagement is positively related to life and job satisfaction (Hakanen & Schaufeli, 2012 [5]; Saks, 2006 [6]), task performance (Bakker, Demerouti, & Verbeke, 2004 [7]), and work ability (Airila, Hakanen, Punakallio, Lusa & Luukkonen, 2012 [8]) and is negatively related to absenteeism (Schaufeli, Bakker, & Van Rhenen, 2009 [9]) deviant behaviors (Shantz, Alfes, Truss, & Soane, 2013 [10]; Sulea et al, 2012 [11]) and turnover intentions (Halbesleben, 2010 [12]). According to Shantz, Alfes & Latham (2016) [13], the authors conducted a research from a manufacturing organization in UK on the relationship among work engagement, organizational commitment and turnover intentions; the result showed that a low level of work engagement was associated with a higher level of turnover intentions and deviance only when those employees did not perceived that they were supported by their organization.…”

Section: Introductionmentioning

confidence: 99%

A Framework of Research and Practice: Relationship between Work Engagement, Affective Commitment, and Turnover Intentions

Zhao¹,

Zhao²

2017

JSS

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There is a growing research interest in the topic of work engagement over the past years. In reference to Schauefeli, Salanova, Gonzalez-Roma & Bakker (2002) [1], work engagement is described as "a positive, fulfilling work-related state of mind that is characterized by vigor, dedication and absorption". As compare to the researches based on the relationship between work engagement and organizational commitment and job performance, the existing researches on the relationship between work engagement and turnover intentions are far fewer. We theoretically discussed the relationship among work engagement, affective commitment and turnover intentions. Research results show that work engagement is negatively related to turnover intentions whereby affective commitment plays a regulating role. Affective commitment moderates the relationship between work engagement and turnover intentions whereby employees' affective commitment is stronger and employees are more willing to invest effort in their work; hence, employees' turnover intentions are reduced.

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Work engagement as mediator between job characteristics and positive and negative extra‐role behaviors

Cited by 160 publications

References 71 publications

Evaluating the evidence on employee engagement and its potential benefits to NHS staff: a narrative synthesis of the literature

Evaluating the evidence on employee engagement and its potential benefits to NHS staff: a narrative synthesis of the literature

Proud to Be a Public Servant? An Analysis of the Work-Related Determinants of Professional Pride among Dutch Public Servants

A Framework of Research and Practice: Relationship between Work Engagement, Affective Commitment, and Turnover Intentions

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