Job engagement

Antecedents and effects on job performance

Bruce Louise Rich, Jeffery LePine, Eean R. Crawford

Research output: Contribution to journalArticle

975 Citations (Scopus)

Abstract

We theorize that engagement, conceptualized as the investment of an individual's complete self into a role, provides a more comprehensive explanation of relationships with performance than do well-known concepts that reflect narrower aspects of the individual's self. Results of a study of 245 firefighters and their supervisors supported our hypotheses that engagement mediates relationships between value congruence, perceived organizational support, and core self-evaluations, and two job performance dimensions: task performance and organizational citizenship behavior. Job involvement, job satisfaction, and intrinsic motivation were included as mediators but did not exceed engagement in explaining relationships among the antecedents and performance outcomes.

Original languageEnglish (US)
Pages (from-to)617-635
Number of pages19
JournalAcademy of Management Journal
Volume53
Issue number3
StatePublished - Jun 1 2010
Externally publishedYes

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Job satisfaction
Supervisory personnel
Job performance

ASJC Scopus subject areas

  • Business and International Management
  • Management of Technology and Innovation
  • Strategy and Management
  • Business, Management and Accounting(all)

Cite this

Job engagement : Antecedents and effects on job performance. / Rich, Bruce Louise; LePine, Jeffery; Crawford, Eean R.

In: Academy of Management Journal, Vol. 53, No. 3, 01.06.2010, p. 617-635.

Research output: Contribution to journalArticle

Rich, Bruce Louise ; LePine, Jeffery ; Crawford, Eean R. / Job engagement : Antecedents and effects on job performance. In: Academy of Management Journal. 2010 ; Vol. 53, No. 3. pp. 617-635.
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