Is the Role of Work Engagement Essential to Employee Performance or ‘Nice to Have’?

The current study aimed to scrutinize roles of work engagement as a mediator in the relationships between job and personal resources and employees’ outcomes, namely job performance and turnover intention, specifically focusing on testing the essentiality of work engagement. A total of 571...

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Main Authors: Woocheol Kim, Soo Jeoung Han, Jiwon Park
Format: Article
Language:English
Published: MDPI AG 2019-02-01
Series:Sustainability
Subjects:
Online Access:https://www.mdpi.com/2071-1050/11/4/1050
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spelling doaj-f56386c3aa644be9829588ebf6d2bc732020-11-24T20:48:14ZengMDPI AGSustainability2071-10502019-02-01114105010.3390/su11041050su11041050Is the Role of Work Engagement Essential to Employee Performance or ‘Nice to Have’?Woocheol Kim0Soo Jeoung Han1Jiwon Park2Department of HRD, Korea University of Technology and Education, Cheonan 31253, KoreaOrganizational Performance and Workplace Learning (OPWL), Boise State University, Boise, ID 83725-2070, USADepartment of HRD, Korea University of Technology and Education, Cheonan 31253, KoreaThe current study aimed to scrutinize roles of work engagement as a mediator in the relationships between job and personal resources and employees’ outcomes, namely job performance and turnover intention, specifically focusing on testing the essentiality of work engagement. A total of 571 complete responses from full-time employees in Korean organizations were utilized for data analysis with structural equation modeling (SEM). This study analyzed two research models through the competing model approach: One model (Model 1) specified that job and personal resources directly influence job performance and turnover intention and also indirectly influence job performance and turnover intention through work engagement, whereas the other model (Model 2) specified that job and personal resources only indirectly influence turnover intention and job performance through work engagement. The results of the competing models demonstrated that overall, Model 2 adequately fit better than Model 1. The results also showed that the direct effects of job and personal resources on work engagement, as well as the direct effects of work engagement on job performance and turnover intention were statistically significant. In addition, the results of the study revealed statistically significant mediating effects of work engagement, not only on the relationship between job and personal resources and job performance, but also on the relationship between job and personal resources and turnover intention. Based on the results, theoretical and practical implications for human resource management, limitations, and recommendations for further research are discussed.https://www.mdpi.com/2071-1050/11/4/1050job resourcespersonal resourceswork engagementjob performanceturnover intention
collection DOAJ
language English
format Article
sources DOAJ
author Woocheol Kim
Soo Jeoung Han
Jiwon Park
spellingShingle Woocheol Kim
Soo Jeoung Han
Jiwon Park
Is the Role of Work Engagement Essential to Employee Performance or ‘Nice to Have’?
Sustainability
job resources
personal resources
work engagement
job performance
turnover intention
author_facet Woocheol Kim
Soo Jeoung Han
Jiwon Park
author_sort Woocheol Kim
title Is the Role of Work Engagement Essential to Employee Performance or ‘Nice to Have’?
title_short Is the Role of Work Engagement Essential to Employee Performance or ‘Nice to Have’?
title_full Is the Role of Work Engagement Essential to Employee Performance or ‘Nice to Have’?
title_fullStr Is the Role of Work Engagement Essential to Employee Performance or ‘Nice to Have’?
title_full_unstemmed Is the Role of Work Engagement Essential to Employee Performance or ‘Nice to Have’?
title_sort is the role of work engagement essential to employee performance or ‘nice to have’?
publisher MDPI AG
series Sustainability
issn 2071-1050
publishDate 2019-02-01
description The current study aimed to scrutinize roles of work engagement as a mediator in the relationships between job and personal resources and employees’ outcomes, namely job performance and turnover intention, specifically focusing on testing the essentiality of work engagement. A total of 571 complete responses from full-time employees in Korean organizations were utilized for data analysis with structural equation modeling (SEM). This study analyzed two research models through the competing model approach: One model (Model 1) specified that job and personal resources directly influence job performance and turnover intention and also indirectly influence job performance and turnover intention through work engagement, whereas the other model (Model 2) specified that job and personal resources only indirectly influence turnover intention and job performance through work engagement. The results of the competing models demonstrated that overall, Model 2 adequately fit better than Model 1. The results also showed that the direct effects of job and personal resources on work engagement, as well as the direct effects of work engagement on job performance and turnover intention were statistically significant. In addition, the results of the study revealed statistically significant mediating effects of work engagement, not only on the relationship between job and personal resources and job performance, but also on the relationship between job and personal resources and turnover intention. Based on the results, theoretical and practical implications for human resource management, limitations, and recommendations for further research are discussed.
topic job resources
personal resources
work engagement
job performance
turnover intention
url https://www.mdpi.com/2071-1050/11/4/1050
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