Job engagement: Antecedents and effects on job performance

Bruce Louise Rich, Jeffrey A. Lepine, Eean R. Crawford

Research output: Contribution to journalArticle

1229 Scopus citations

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
DOIs
StatePublished - Jun 1 2010
Externally publishedYes

ASJC Scopus subject areas

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

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