ABSTRACT

Work engagement is currently one of the most popular outcomes in occupational health psychology. According to the motivational process within the job demands-resources (JD-R) framework, job resources stimulate work engagement, which in turn fosters job performance. While the general positive impact of job resources on work engagement is well established, it remains unclear how different types of job resources differentially predict work engagement over time. In our meta-analytic review, we identified 55 longitudinal studies that investigate the impact of various job resources on work engagement. To uncover the drivers of work engagement, we examined the differential impact of job resources on work engagement at group level, leader level, and organisational level via meta-analytic structural equation modelling. The findings suggest that job resources at each of the three levels predict work engagement over time. However, organisational-level resources (reflecting how the work is organised, designed and managed) contribute much more strongly to work engagement than group-level, and leader-level resources. All three levels of job resources and work engagement are highly stable. We advocate for interventions at any of the three levels. However, interventions at the organisational-level are most promising for enhancing work engagement and we thus strongly recommend strengthening those job resources.

摘要

当前，工作投入是职业健康心理学中最受欢迎的结果之一。根据工作需求资源（JD-R）框架内的激励过程，工作资源会刺激工作投入，从而提高工作绩效。虽然已经很好地确定了工作资源对工作投入的总体积极影响，但尚不清楚不同类型的工作资源如何随着时间的不同而不同地预测工作投入。在我们的荟萃分析综述中，我们确定了55个纵向研究，这些研究调查了各种工作资源对工作投入的影响。为了发现工作投入的驱动力，我们通过荟萃分析结构方程模型研究了工作资源对小组，领导者和组织层面工作投入的不同影响。研究结果表明，三个级别中每个级别的工作资源都可以预测一段时间内的工作投入。但是，组织级别的资源（反映了工作的组织，设计和管理方式）对工作投入的贡献远大于小组级别和领导者级别的资源。这三个级别的工作资源和工作投入都是高度稳定的。我们主张在三个级别中的任何一个级别进行干预。但是，组织级别的干预措施最有希望增强工作投入，因此我们强烈建议加强这些工作资源。这三个级别的工作资源和工作投入都是高度稳定的。我们主张在三个级别中的任何一个级别进行干预。但是，组织级别的干预措施最有希望增强工作投入，因此我们强烈建议加强这些工作资源。这三个级别的工作资源和工作投入都是高度稳定的。我们主张在三个级别中的任何一个级别进行干预。但是，组织级别的干预措施最有希望增强工作投入，因此我们强烈建议加强这些工作资源。