Performance expectations, personal resources, and job resources: How do they predict work engagement?

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What makes employees engaged with their work? The role of self-efficacy and employee’s perceptions of social context over time (2016, result): “Based on previous studies supporting that it is not only the level but also the “increase” in job resources that predict work engagement one year later (Barbier et al., 2013; Schaufeli et al., 2009), we assume that increases in positive PoSC as a whole will likely lead to higher employee engagement.”
Employee engagement, human resource management practices and competitive advantage (2015, methodology): “We proposed a model (Figure 1) that we hope goes some considerable way towards addressing what Becker and Huselid (2006) some years ago described as “the most pressing theoretical challenge facing SHRM” (p.”
Job Demands–Resources theory and self-regulation: new explanations and remedies for job burnout (2020, background): “Personal demands have been defined as “the requirements that individuals set for their own performance and behavior that force them to invest effort in their work and are therefore associated with physical and psychological costs” (Barbier et al., 2013, p. 751).”
Job Demands–Resources Theory: Taking Stock and Looking Forward (2017, background): “In contrast, Barbier et al. (2013) focused on performance expectations, which represent expectations employees have regarding their own performance.”