Unleashing the Antecedents and Consequences of Work Engagement in NGOs through the Lens of JD-R Model: Empirical Evidence from India

Abstract

Abstract With limited studies on antecedents and consequences of work engagement with special reference to NGOs, two novel antecedents of work engagement, namely workload (job demand) and proactive personality (job resource) are introduced in the study. By drawing on the revised JD-R model, the study empirically examines the indirect effects of job demands, job resources, personal resources, and ideological resources on organizational outcomes, i.e. intention to quit and organizational citizenship behaviour through work engagement in NGOs. The data collected from paid employees of registered NGOs operating in India were analysed using structural equation modelling. The study reveals that workload does not decrease employees' work engagement in NGOs. Whereas employment insecurity was negatively associated with work engagement. Besides, transformational leadership, intrinsic rewards, community service self-efficacy, proactive personality, and public service motivation played a vital role in fostering work engagement in NGOs. Furthermore, work engagement was negatively associated with the intention to quit and positively associated with organizational citizenship behaviour.

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