ABSTRACT

Grounded on the Job Demands–Resources model, the present study conducted 2 studies to test a multilevel model of work engagement. Using data from 606 leader–employee pairs taken from 40 gas stations of a petroleum company, and a 3-wave data from 145 service teams and 542 leader–employee pairs from a variety of service organizations, convergent evidence suggested that (a) the unit leaders’ autonomy-support climate and psychological capital lead to service performance through work engagement and (b) psychological capital could attenuate the positive effect of unit leaders’autonomy-support climate on work engagement. In addition, the unit leaders’ autonomy-support climate acts as a job resource for boosting work engagement when both workloads and emotional demands or job insecurity are high.

摘要

基于工作需求-资源模型，本研究进行了2项研究，以测试工作参与的多层次模型。利用从一家石油公司的40个加油站获得的606个领导-雇员对的数据，以及来自145个服务团队和来自各种服务组织的542个领导-雇员对的3波数据，聚合证据表明（a）该单元领导者的自主支持气氛和心理资本通过工作投入导致服务绩效；（b）心理资本可以减弱单位领导者的自主支持气氛对工作参与的积极影响。此外，当工作量和情绪要求或工作不安全感都很高时，单位领导者的自主支持氛围可作为一种工作资源，以促进工作投入。