The role of employee engagement in the relationship between job design and task performance, citizenship and deviant behaviours

被引：107

作者：

Shantz, Amanda ^{[1
]}

Alfes, Kerstin ^{[2
]}

Truss, Catherine ^{[3
]}

Soane, Emma ^{[4
]}

机构：

[1] York Univ, Sch Human Resource Management, Toronto, ON M3J 2R7, Canada

[2] Univ Kingston, Business & Law Sch, London, England

[3] Univ Kent, Sch Business, Medway, Kent, England

[4] Univ London London Sch Econ & Polit Sci, Dept Management, London WC2A 2AE, England

来源：

INTERNATIONAL JOURNAL OF HUMAN RESOURCE MANAGEMENT | 2013年 / 24卷 / 13期

关键词：

deviance; employee engagement; job design; organizational citizenship behaviours; task performance; WORK ENGAGEMENT; PSYCHOLOGICAL CONDITIONS; CHARACTERISTICS MODEL; PROACTIVE BEHAVIOR; SATISFACTION; MEDIATION; MOTIVATION; RESOURCES; BURNOUT; QUESTIONNAIRE;

D O I：

10.1080/09585192.2012.744334

中图分类号：

C93 [管理学];

学科分类号：

12 ; 1201 ; 1202 ; 120202 ;

摘要：

The present study examined a potential mediator of the job designperformance relationship, namely employee engagement. Data were obtained via a survey of 283 employees in a consultancy and construction firm based in the UK and from supervisors' independent performance evaluations. The results reveal that employees who hold jobs that offer high levels of autonomy, task variety, task significance and feedback are more highly engaged and, in consequence, receive higher performance ratings from their supervisors, enact more organizational citizenship behaviours and engage in fewer deviant behaviours. Theoretical and practical implications are discussed.

引用

页码：2608 / 2627

页数：20

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