What matters for work engagement? A diary study on resources and the benefits of selective optimization with compensation for state work engagement

Abstract

This diary study addresses the benefits of employees' daily use of selective optimization with compensation (SOC) for state work engagement. We hypothesized that day-level SOC not only directly fosters work engagement but that SOC also reveals its beneficial effects for work engagement in interaction with both external and internal resources. Specifically, we proposed SOC substitutes for job control, role clarity, and state of being recovered, thus helping employees manage low daily levels of these resources. We tested our hypotheses with a sample of 138 employees who completed two daily surveys over a total of 545 workdays. Results of multilevel analyses revealed that SOC benefits work engagement in both proposed ways. First, day-level SOC was positively related to state work engagement. Additionally, day-level role clarity and state of being recovered predicted state work engagement, but day-level job control did not. Second, SOC benefitted state work engagement by offsetting low levels of role clarity and being recovered, and by boosting job control in their respective relationships with work engagement.The results suggest that by using SOC at work, employees can actively enhance their own work engagement on a given workday. This knowledge provides promising starting points for the development of interventions.

The Effect of Career Development, Compensation, Work Environment and Job Satisfaction on Work Engagement

“…When employees receive rewards from their organization, they will feel obliged to respond with a higher level of involvement.This study is in line with research conducted by Hoole & Hotz, (2016) concluded that employee compensation benefits are positively related to employee work involvement (Hoole & Hotz, 2016). Furthermore, research conducted by Zacher, Chan, Bakker, & Demerouti (2015); Venz, Pundt, & Sonnentag (2018) show that by using compensation given to employees at work, employees can actively increase their own work engagement.…”

“…Sometimes employees are willing to work overtime without feeling the time has passed. research conducted by Venz, Pundt, & Sonnentag (2018) shows that by using compensation given to employees in the workplace, employees can actively improve their own job attitudes.…”

“…Research Li (2012); Son & Kim (2019); Bai & Liu (2018) and Liu, He, & Yu (2017) revealed that career development has a significant effect on employee work engagement.Furthermore according to Hoole & Hotz, 2016); Zacher, Chan, Bakker, & Demerouti (2015) revealed that compensation had a significant positive effect on employees' attractiveness to their work. Further research conducted by Venz, Pundt, & Sonnentag (2018) shows that by using compensation given to employees in the workplace, employees can actively improve their own job attitudes. According to Tsaur, Hsu, & Lin (2019); Li, Li, & Wan (2019); Timms et al (2015) revealed that a good work environment will significantly positive effect on employee work engagement, in this case employees will work to be enthusiastic, enterprising and feel proud of their work.…”

The measurement of state engagement in actions beyond basic professional duties

“…A search was also performed for "state engagement. " Only a few recent articles were found that referred to state work engagement measured with the state version of the UWES questionnaire [14,15].…”

The Effect of Empowering Leadership on Intrinsic Motivation: The Role of Psychological Empowerment as a Mediation

“…The concept of engagement was first introduced by Kahn (1990), which defines engagement as the mastery or domination of employees over their role in their work, where they will bind themselves to their work and pour in their work cognitively, physically, and emotionally. Work engagement is a positive attitude related to work, characterized by enthusiasm, initiative, and dedication (Venz et al, 2018;Schaufeli et al, 2006). Work engagement covers the basic dimensions of intrinsic motivation, which goal-oriented behavior and persistence to achieve shared goals with high activity, enthusiasm, being able to identify and be proud of the work done (Salanova & Schaufeli, 2008).…”