The mediating role of work engagement on the relationship between job involvement and affective commitment

Abstract

This study examines job involvement and work engagement as predictors of affective commitment. Specifically, we test the proposal of Hallberg and Schaufeli (2006) that work engagement is a mediator of the relationship between job involvement and affective commitment using a survey of 405 Italian working adults. To test the model, mediation effects technique and structural equation modelling were applied to the collected data. Our hypothesis that work engagement fully mediates the relationship between job involvement and affective commitment was supported. This is the first study to demonstrate the importance of job involvement in promoting affective commitment via three dimensions of work engagement. We therefore assert that HR managers should direct their available resources to promoting job involvement and work engagement in their employees

The Path from Ethical Organisational Culture to Employee Commitment: Mediating Roles of Value Congruence and Work Engagement

“…As theorised by Bakker, Albrecht, and Leiter (2011) and Fleck and Inceoglu (2010), engagement is a distinct motivational construct from commitment and turnover intentions, and the latter are better conceptualised as outcomes of engagement. There is also research evidence suggesting that work engagement may be a central mechanism explaining the connection between the working environment and a range of behavioural and attitudinal outcomes (e.g., Alfes, Shantz, Truss, & Soane, 2013;Boon & Kalshove, 2014;Christian, Garza, & Slaughter, 2011;Scrima, Lorito, Parry, & Falgares, 2014), and especially concerning (higher) commitment and (lower) turnover intentions (Halbesleben, 2010). As work engagement is characterised by a high level of energy and strong identification with one's work, engaged employees are more likely to be satisfied with their job and with working for their organisation, and psychologically and physically devoted to their work (Yalabik, van Rossenberg, Kinnie, & Swart, 2014).…”

Exploring the Consequences of Work Engagement: Relations Among OCB-I, LMX and Team Work Performance

“…While there are various definitions of work engagement, Schaufeli and Bakker (2010) proposed that work engagement is composed of vigor, dedication and absorption. Scholars also share the perspective that work engagement involves feelings of energy and high levels of involvement in work (Scrima et al, 2014;Bakker et al, 2011;Bakker & Leiter, 2010;Macey & Schneider, 2008).…”

Work engagement across different generations in Finland

“…Christian, Garza, and Slaughter's () research revealed that job characteristics, leadership, and dispositional traits were also central antecedents of work engagement. As consequences of work engagement, earlier research discovered a stronger likelihood of organizational commitment and trust, high‐quality relationships with leaders and coworkers (Saks, ; Scrima, Lorito, Parry, & Falgares, ), better perseverance and self‐esteem (Schaufeli & Bakker, ; Scrima et al, ), higher personal initiative and work‐unit innovativeness (Hakanen et al, ), overall performance (Cesário & Chambel, ), and joint liability (Christian et al, ). Figure summarizes both the antecedents and consequences of work engagement discovered by these earlier studies.…”