Work Engagement: Organizational Attribute or Personality Trait?

Francisco Prieto-Díez · Álvaro Postigo · Marcelino Cuesta · José Muñiz

27 citations0/0 files storedJournal of Work and Organizational Psychology

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Job Satisfaction and Organizational Behavior Employee Performance and Management Workaholism, burnout, and well-being

Abstract

One of the most determining factors of work performance is the degree of engagement of people to their work. That degree of engagement is influenced by both personal and organizational factors. The objective of this research is to analyze the connection between personal characteristics and organizational attributes with the work engagement of workers. The sample consisted of 286 employed workers; 83.5% were Spanish and 16.5% belonged to other Spanish-speaking countries. The mean age was 44.51 years (SD = 8.76) and 55.2% were women. For the prediction of work engagement, a hierarchical linear regression was carried out, first introducing the variables that evaluate personal characteristics (Big Five, entrepreneurial personality, emotional intelligence, and personal happiness) and, later, variables relating to organizational attributes (happiness work and organizational climate). General personality traits (Big Five) explain 22% of work engagement, this percentage rising to 47% when entrepreneurial personality is introduced in the model. Emotional intelligence does not explain additional variance, but personal happiness does. Happiness at work and organizational climate produce a significant increase and the explained variance rises from 55% to 63% when they are included in the model. Both the variables related to the personal characteristics of the employees and variables related to the organizational attributes jointly contribute to the explanation of the degree of work engagement. Workers with high scores on entrepreneurial personality traits achieve higher levels of work engagement, finding a moderating effect of the organizational climate in the relationship between people’s autonomy and their work engagement.

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References

2001Job Burnout 1979Job Demands, Job Decision Latitude, and Mental Strain: Implications for Job Redesign 2008Handbook of Personality: Theory and Research 2002Business-unit-level relationship between employee satisfaction, employee engagement, and business outcomes: A meta-analysis.2008The Meaning of Employee Engagement 2005Linking Organizational Resources and Work Engagement to Employee Performance and Customer Loyalty: The Mediation of Service Climate.2013A Critical Review of the Job Demands-Resources Model: Implications for Improving Work and Health 2016The next Big Five Inventory (BFI-2): Developing and assessing a hierarchical model with 15 facets to enhance bandwidth, fidelity, and predictive power.

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2024Don’t Curb Your Enthusiasm! The Role of Work Engagement in Predicting Job Performance

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