Job Engagement: Antecedents and Effects on Job Performance
2010/06/01 by Bruce Louis Rich, Jeffrey A. Lepine, Jeffery A. LePine +2 · 3,792 citations
Business, Management and Accounting · Health Professions · Psychology · #Congruence (geometry) #Contextual performance #Core self-evaluations #Job Satisfaction and Organizational Behavior #Job design #Job performance #Job satisfaction #Occupational Health and Safety Research #Organizational citizenship behavior #Organizational commitment #Psychology #Social psychology #Value (mathematics) #Work (physics) #Work engagement #Workplace Health and Well-being
paper · doi:10.5465/amj.2010.51468988
published in Academy of Management Journal 53(3), 617-635 (Academy of Management)
openalex publication_date 2010/06/01 · openalex created_date 2025/10/10 · openalex updated_date 2026/08/05
Abstract
We theorize that engagement, conceptualized as the investment of an individual's complete self into a role, provides a more comprehensive explanation of relationships with performance than do well-known concepts that reflect narrower aspects of the individual's self. Results of a study of 245 firefighters and their supervisors supported our hypotheses that engagement mediates relationships between value congruence, perceived organizational support, and core self-evaluations, and two job performance dimensions: task performance and organizational citizenship behavior. Job involvement, job satisfaction, and intrinsic motivation were included as mediators but did not exceed engagement in explaining relationships among the antecedents and performance outcomes.
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