This study analyzed learning agility, employee engagement, perceived organizational support (POS), and innovative behavior related to the development of innovative environment and the mental and psychological health of employees. A substantial body of research has examined the antecedents of innovative behavior of employees in their work environment, but our current understanding of how learning and motivational aspects of employees synthetically influence the innovative behavior remains incomplete. To address this gap, we developed and tested a moderated mediation model of the relationship between learning agility and employee engagement, POS, and innovative behavior. Following the job-demand resource model, componential theory, and social exchange theory, our postulated model predicted that the mediating effect of employee engagement on the relationship between learning agility and innovative behavior would be moderated by POS. The result of the analysis of the data on 331 corporate employees in South Korea supported this model. Specifically, learning agility was related to innovative behavior, while employee engagement mediated the relationship between learning agility and innovative behavior; POS strengthened the positive effect of learning agility on innovative behavior via employee engagement. We also discuss the implications of the results, future direction, and limitations of this study based on these findings.

In case of a major social crisis, such as the coronavirus pandemic, the most important measure is to identify the determinants influencing employee health and well-being, which are directly linked to workplace job performance. Many studies have explored the role of employee engagement in the relationship between job resources, psychological capital, and job performance; however, only a few have investigated the relationships reflecting rapid changes in the work environment represented by digital transformation and a major social crisis. Considering this, this study examines how job autonomy and psychological well-being, which lower employee anxiety about health and welfare, influence in-role performance in the form of proactive employee characteristics as well as extra-role performance in the form of prosocial behavior, as mediated by employee engagement. The results of the data analysis of 1,092 corporate employees in Korea supported this model. Specifically, job autonomy and psychological well-being influence job performance (i.e., personal initiative and prosocial behavior) through improvements in employee engagement. Based on these findings, the study also discusses the implications of the results, future directions, and limitations.

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Work engagement is considered the core factor that affects various outcomes at the organizational and individual levels including absenteeism, turnover rate, profitability, and productivity. Therefore, the concept is drawing substantial attention in the practical and academic fields. There have been several attempts to measure work engagement to enable its effective management. The Utrecht Work Engagement Scale-17 is a representative tool for measuring work engagement, which is used in several organizations worldwide. However, despite its popularity, the validity of the Utrecht Work Engagement Scale-17 is often questioned. Especially in Korea, the Utrecht Work Engagement Scale-17 is one of the most commonly utilized tools to measure work engagement, but there is limited psychometric evidence on its validity. Thus, the present study aimed to test the validity of the Utrecht Work Engagement Scale-17 in a Korean sample, using the Rasch measurement model to examine validity pertaining to different dimensions. The analysis of item fitness to test the content validity of the tool indicated that two of the items require reconsideration. Furthermore, the person-item map to test its substantive validity indicated that the Utrecht Work Engagement Scale-17 did not reflect the level of work engagement adequately in the Korean sample. The Rasch factor analysis conducted to test the structural validity of the tool indicated that the Utrecht Work Engagement Scale-17 comprises three subscales. Finally, the differential item function between male and female participants was examined to gather evidence on the generalizability aspect of the tool’s validity. Findings revealed that only 9 out of the 17 items expressed adequate differentiation between males and females.

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