The work engagement grid: predicting engagement from two core dimensions. Issue 4 (9th May 2016)

• Record Type: Journal Article
• Authors: Costa, Patrícia Lopes; Passos, Ana Margarida; Bakker, Arnold B.
• Is Part Of: Journal of managerial psychology. Volume 31:Issue 4(2016)
• Page Start: 774
• Page End: 789
• Publication Date: 2016-05-09
• Subjects: Engagement -- Involvement -- Energy -- Work engagement grid; Organizational behavior -- Periodicals; Management -- Psychological aspects -- Periodicals; Psychology, Industrial -- Periodicals; Industrial management -- Psychological aspects -- Periodicals; 158.7
• DOI: 10.1108/JMP-11-2014-0336
• Languages: English
• ISSNs: 0268-3946

Abstract

Abstract : Purpose: – The purpose of this paper is to test whether work engagement can be predicted by two core dimensions, energy and involvement, both at the individual and team levels. Design/methodology/approach: – Based on the circumplex model of affective well-being (Russell, 1980), the authors propose the work engagement grid and collect data on individual and team work engagement (TWE) from two different samples ( n =1, 192 individuals). Findings: – Results show a significant positive relationship between the individual engagement grid and individual work engagement. However, only the energy dimension significantly predicted TWE. The authors also provide evidences for the relationship between the engagement grid and related variables (e.g. adaptive performance, team cohesion, satisfaction), and show that the combination of energy and involvement present smaller correlations with those variables than the complete engagement scales. Research limitations/implications: – Data were collected from simulation samples, therefore generalization of the findings must be done with caution. The findings allow for developing a brief measure of work engagement, particularly useful for longitudinal or diary study designs. Practical implications: – When teams are the work unit, the displays of energetic behaviors ought to be fostered in order to boost collective engagement. Originality/value: – The authors add to the existing literature on work engagement, concluding that individual and team-level work engagement have structural differences between them, with the collective construct being dependent on external manifestations of energy, and that individual work engagement needs a cognitive component of absorption in order to foster performance.