A cross-national study of work engagement as a mediator between job resources and proactive behaviour

By Marisa Salanova, Wilmar B. Schaufeli. 2008

876 citations recorded by the source corpus.

This study investigates the mediating role of work engagement (i.e. vigour and dedication) among job resources (i.e. job control, feedback and variety) and proactive behaviour at work. This mediating role was investigated, using Structural Equation Modelling in two independent samples from Spain (n = 386 technology employees) and the Netherlands (n = 338 telecom managers). Results in both samples confirmed that work engagement fully mediates the impact of job resources on proactive behaviour. Subsequent multigroup analyses revealed that the strengths of the structural paths of the mediation model were invariant across both national samples, underscoring the cross-national validity of the model

Subfields: Applied Psychology, Organizational Behavior and Human Resource Management, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/08f539950e82c6a304275056da1e99f6f958ef3d

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In Applied Psychology

In Organizational Behavior and Human Resource Management

In Sociology and Political Science

Citations in the corpus

Entrepreneurial Behavior in Organizations: Does Job Design Matter? (2015, background): “Moreover, job autonomy enhances felt responsibility and flexible role orientations which encourages employees to devote more effort to bring change to the workplace (Salanova & Schaufeli, 2008).”
Psychological contract and its motivational and health‐enhancing properties (2010, background): “, 2006; Schaufeli and Bakker, 2004) and proactive behaviour (Hakanen, Perhoniemi, Toppinen-Tanner, 2008; Salanova and Schaufeli, 2008).”
Work engagement as a mediator between employee attitudes and outcomes (2013, result): “This definition is consistent with work sometimes collectively referred to as the European Engagement Model (Schaufeli et al. 2006; Bakker and Demerouti 2008; Salanova and Schaufeli 2008).”
Leadership and work engagement: Exploring explanatory mechanisms (2020, background): “…(Salanova et al., 2005), organizational commitment (Schaufeli and Bakker, 2004), taking personal initiative and extra-role behavior (Bakker et al., 2004; Salanova and Schaufeli, 2008), as well as employee performance (Halbesleben, 2010; Robertson and Cooper, 2011; Xanthopoulou et al., 2007).”
Effective and sustained proactivity in the workplace: A self-determination theory perspective (2014, background): “Work engagement has been found to be positively associated with self-reported personal initiative (Salanova & Schaufeli, 2008), and selfreported innovative work behaviors (Strauss, et al., in press), and was positively associated with later personal initiative in a longitudinal study over three…”
Employee engagement, organisational performance and individual well-being: exploring the evidence, developing the theory (2011, background): “For instance, earlier papers published in this journal have examined the link between job design and engagement (Salanova and Schaufeli 2008), and between justice and engagement (Biswas, Varma and Ramaswami 2012).”
Strengths use and work engagement: a weekly diary study (2016, background): “…we expect that weekly strengths use makes employees more engaged, and because work engagement has also been found to predict proactive behaviour (Salanova & Schaufeli, 2008; Sonnentag, 2003), we hypothesize that: Hypothesis 3: Weekly strengths use is positively related to weekly proactive…”
Flexible work arrangements, work engagement, turnover intentions and psychological health (2015, background): “According to Salanova and Schaufeli (2008) the presence of work engagement among workers is an indicator of their intrinsic motivation.”
Breach of Psychological Contract and the Development of Burnout and Engagement: A Longitudinal Study Among Soldiers on a Peacekeeping Mission (2010, background): “…of the psychological contract, by depriving individuals of the resources they viewed as having been established through a mutual agreement (Rousseau, 1995) that promoted self-fulfillment and intrinsic enjoyment, reduced job engagement (Salanova & Schaufeli, 2008; Schaufeli & Bakker, 2004).”
Feeling good and performing well? Psychological engagement and positive behaviors at work (2010, background): “Being responsible for different tasks prevents feelings of monotony, and enables employees to feel stimulated in their job (Salanova & Schaufeli, 2008).”
Crafting a job on a daily basis: Contextual correlates and the link to work engagement (2012, background): “Consequently, accumulation of resources can take the form of proactive coping with positive outcomes for employee motivation and well-being (Salanova & Schaufeli, 2008).”
Effect of authentic leadership on employee creativity in project-based organizations with the mediating roles of work engagement and psychological empowerment (2018, background): “In addition, Salanova and Schaufeli (2008) found that relationship between job resources and optimistic behavior at work is fully mediated by work engagement.”