Work engagement and job performance: the moderating role of perceived organizational support
The present research was aim to examine whether the relationship between work engagement and objective task performance is moderated by perceived organizational support (POS). Based on the existing literature, perceived organizational support is hypothesized to strengthen the positive association between employees’ work engagement and their objective task performance. The hypotheses were tested on a sample of 1049 employees. Results of hierarchical regression analysis show that: (1) work engagement is positively related to objective task performance, and (2) the relationship between work engagement and objective task performance is moderated by POS, such that the positive relationship is more significant when POS higher than lower. In the end, theoretical and practical implications, and suggestions for future research are discussed.
Akhtar, R., Boustani, L., Tsivrikos, D., & Chamorro-Premuzic, T. (2015). The engageable personality: Personality and trait EI as predictors of work engagement. Personality and Individual Differences, 73, 44-49.DOI:10.1016/j.paid.2014.08.040
Bakker, A. B., & Bal, P. M. (2010). Weekly work engagement and performance: A study among starting teachers. Journal of Occupational and Organizational Psychology, 83, 189–206.DOI:10.1348/096317909X402596
Bakker, A. B., & Demerouti, E. (2008). Towards a model of work engagement. Career development international, 13(3), 209-223.DOI: 10.1108/13620430810870476
Bakker, A. B., Demerouti, E., & Lieke, L. (2012). Work engagement, performance, and active learning: The role of conscientiousness. Journal of Vocational Behavior, 80(2), 555-564.DOI:10.1016/j.jvb.2011.08.008
Behrman, D. N., & Perreault, W. D. J. (1982). Measuring performance of industrial salespersons. Journal of Business Research, 10, 355–370.DOI:10.1016/0148-2963(82)90039-X
Christian, M. S., Garza, A. S., & Slaughter, J. E. (2011). Work engagement: A quantitative review and test of its relations with task and contextual performance. Personnel Psychology, 64(1), 89-136.DOI:10.1111/j.1744-6570.2010.01203.x
Cropanzano, R., & Wright, T. A. (2001). When a “happy” worker is really a “productive” worker: A review and further refinement of the happy-productive worker thesis. Consulting Psychology Journal: Practice and Research, 53, 182–199.DOI:10.1037/10614087.53.3.182
Demerouti, E. (2006). Job characteristics, flow, and performance: The moderating role of conscientiousness. Journal of Occupational Health Psychology, 11,266–280.DOI:10.1037/1076-8918.104.22.1686
Demerouti, E., & Cropanzano, R. (2010). From thought to action: Employee work engagement and job performance. In A. B. Bakker, & M. P. Leiter (Eds.), Work engagement: A handbook of essential theory and research. New York: Psychology Press.
Demerouti, E., Bakker, A. B., De Jonge, J., Janssen, P. P. M., & Schaufeli, W. B. (2001). Burnout and engagement at work as a function of demands and control. Scandinavian Journal of Work, Environment & Health, 27, 279–286.
Eisenberger, R., Armeli, S., Rexwinkel, B., Lynch, P. D., & Rhoades, L. (2001). Reciprocation of perceived organizational support. Journal of applied psychology, 86(1), 42.DOI:10.1037/0021-9010.86.1.42
Eisenberger, R., Fasolo, P., & Davis-LaMastro, V. (1990). Perceived organizational support and employee diligence, commitment, and innovation. Journal of applied psychology, 75(1), 51.DOI:10.1037/0021-9010.75.1.51
Eisenberger, R., Huntington, R. H., & Sowa, S. (1986). Perceived Organizational Support. Journal of Applied Psychology, 71(31).
Fredrickson, B. L. (2001). The role of positive emotions in positive psychology: The broaden-and-Build Theory of positive emotions. American Psychologist, 56,218–226.DOI:10.1037/0003-066X.56.3.218
Hakanen, J., Bakker, A. B., & Schaufeli, W. B. (2006). Burnout and work engagement among teachers. Journal of School Psychology, 43, 495–513.DOI:10.1016/j.jsp.2005.11.001
Halbesleben, J. R. B., & Wheeler, A. R. (2008). The relative roles of engagement and embeddedness in predicting job performance and intention to leave. Work and Stress, 22, 242–256.DOI: 10.1080/02678370802383962
Kahn, W. A. (1990). Psychological conditions of personal engagement and disengagement at work. Academy of management journal, 33(4), 692-724.DOI: 10.2307/256287
Kim, H. J., Shin, K. H., & Swanger, N. (2009). Burnout and engagement: A comparative analysis using the Big Five personality dimensions. International Journal of Hospitality Management, 28(1), 96-104.DOI:10.1016/j.ijhm.2008.06.001
Kinnunen, U., Feldt, T., & Mäkikangas, A. (2008). Testing the effort-reward imbalance model among Finnish managers: The role of perceived organizational support. Journal of Occupational Health Psychology, 13(2), 114.DOI:10.1037/1076-8922.214.171.124
Ko, J. W., Price, J. L., & Mueller, C. W. (1997). Assessment of Meyer and Allen's three-component model of organizational commitment in South Korea. Journal of applied psychology, 82(6), 961.DOI:10.1037/0021-9010.82.6.961
Macey, W. H., & Schneider, B. (2008). The meaning of employee engagement. Industrial and Organizational Psychology, 1, 3–30.DOI:10.1111/j.1754-9434.2007.0002.x
Mathieu, J. E., Tannenbaum, S. I., & Salas, E. (1992). Influences of individual and situational characteristics on measures of training effectiveness. Academy of Management Journal, 35, 828–847.DOI:10.2307/256317
May, D. R., Gilson, R. L., & Harter, L. M. (2004). The psychological conditions of meaningfulness, safety, and availability and the engagement of human spirit at work. Journal of Occupational and Organizational Psychology, 77, 11–37."DOI: 10.1348/096317904322915892
Meyer, J. P., Bobocel, D. R., & Allen, N. J. (1991). Development of organizational commitment during the first year of employment: A longitudinal study of pre-and post-entry influences. Journal of Management, 17(4), 717-733.DOI: 10.1177/014920639101700406
Motowildo, S. J., & Van Scotter, J. R. (1994). Evidence that task performance should be distinguished from contextual performance. Journal of Applied Psychology, 79, 475–480.DOI:10.1037/0021-9010.79.4.475
Murphy, K. R., & Cleveland, J. N. (1991). Performance Appraisal. An organizationalPerspective. Needham Heigths, MA: Allyn and Bacon.
Rich, B. L., Lepine, J. A., & Crawford, E. R. (2010). Job engagement: Antecedents and effects on job performance. Academy of management journal, 53(3), 617-635.DOI:10.5465/AMJ.2010.51468988
Rousseau, D. (1995). Psychological contracts in organizations: Understanding written and unwritten agreements. Sage.
Salanova, M., Agut, S., & Peiró, J. M. (2005). Linking organizational resources and work engagement to employee performance and customer loyalty: The mediation of service climate. Journal of Applied Psychology, 90, 1217–1227.DOI:10.1037/0021-9010.90.6.1217
Schaufeli, W. B., & Van Rhenen, W. (2006). About the role of positive and negative emotions in managers’ well-being: A study using the Job-related Affective Well-being Scale (JAWS). Gedrag & Organisatie, 19(4), 223-244.
Schaufeli, W. B., Bakker, A. B., & Salanova, M. (2006). The measurement of work engagement with a brief questionnaire: A cross-national study. Educational and Psychological Measurement, 66, 701–716.DOI: 10.1348/096317909X402596
Schaufeli, W. B., Salanova, M., González-Romá, V., & Bakker, A. B. (2002). The measurement of engagement and burnout: A two sample confirmatory factor analytic approach. Journal of Happiness studies, 3(1), 71-92.DOI: 10.1023/a: 1015630930326
Shore, L. M., & Wayne, S. J. (1993). Commitment and employee behavior: comparison of affective commitment and continuance commitment with perceived organizational support. Journal of applied psychology, 78(5), 774.10.1037/0021-9010.78.5.774
Xanthopoulou, D., Bakker, A. B., Demerouti, E., & Schaufeli, W. B. (2009). Work engagement and financial returns: A diary study on the role of job and personal resources. Journal of Occupational and Organizational Psychology, 82, 183–200.DOI: 10.1348/096317908X285633
The works published in this journal are subject to the following terms:
1. The Publications Service of the University of Murcia (the publisher) retains the property rights (copyright) of published works, and encourages and enables the reuse of the same under the license specified in paragraph 2.
2. The works are published in the online edition of the journal under a Creative Commons Attribution-NonCommercial 4.0 (legal text). You can copy, use, distribute, transmit and publicly display, provided that: i) you cite the author and the original source of publication (journal, editorial and URL of the work), ii) are not used for commercial purposes, iii ) mentions the existence and specifications of this license.
This work is licensed under a Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License.
3. Conditions of self-archiving. Is allowed and encouraged the authors to disseminate electronically pre-print versions (version before being evaluated and sent to the journal) and / or post-print (version reviewed and accepted for publication) of their works before publication, as it encourages its earliest circulation and diffusion and thus a possible increase in its citation and scope between the academic community. RoMEO Color: Green.