2019/11/05 by Tino Lesener, Burkhard Gusy, Anna Jochmann +1 · 1 citation
Business, Management and Accounting · Health Professions · Psychology · #Job Satisfaction and Organizational Behavior #Stress and Burnout Research #Workplace Health and Well-being
paper · doi:10.1080/02678373.2019.1686440
openalex publication_date 2019/11/05 · openalex created_date 2025/10/10 · openalex updated_date 2026/07/29
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.