A multilevel job demands–resources model of work engagement: Antecedents, consequences, and boundary conditions. Issue 5 (20th October 2018)

• Record Type: Journal Article
• Authors: Chen, Shu-Ling; Shih, Chih-Ting; Chi, Nai-Wen
• Is Part Of: Human performance. Volume 31:Issue 5(2018)
• Page Start: 282
• Page End: 304
• Publication Date: 2018-10-20
• Subjects: Performance -- Periodicals; Psychology, Industrial -- Periodicals; 158.7
• DOI: 10.1080/08959285.2018.1531867
• Languages: English
• ISSNs: 0895-9285

Abstract

ABSTRACT: Grounded on the Job Demands–Resources model, the present study conducted 2 studies to test a multilevel model of work engagement. Using data from 606 leader–employee pairs taken from 40 gas stations of a petroleum company, and a 3-wave data from 145 service teams and 542 leader–employee pairs from a variety of service organizations, convergent evidence suggested that (a) the unit leaders' autonomy-support climate and psychological capital lead to service performance through work engagement and (b) psychological capital could attenuate the positive effect of unit leaders'autonomy-support climate on work engagement. In addition, the unit leaders' autonomy-support climate acts as a job resource for boosting work engagement when both workloads and emotional demands or job insecurity are high.