WORK ENGAGEMENT: A QUANTITATIVE REVIEW AND TEST OF ITS RELATIONS WITH TASK AND CONTEXTUAL PERFORMANCE
verifiedrich profile · Personnel Psychology · 2011
CHRISTIAN, MICHAEL S.; GARZA, ADELA S.; SLAUGHTER, JEREL E.
How this was studied
A meta-analytic synthesis — it pools many primary studies rather than running a single design, so there is no single-study diagram.
What this article reports
The findings we extracted from this work, normalized into Principia’s relationship form (X → Y). Each feeds the synthesized models below.
work engagement → job satisfaction
work engagement → organizational citizenship behavior ocb
social support → work engagement
task significance → work engagement
leader member exchange lmx → work engagement
work engagement → task performance
performance feedback → work engagement
work engagement → organizational commitment
work engagement → task performance
task variety → work engagement
work engagement → task performance
Models this article informs
The meta-analytic priors this article contributes evidence to — its place in the broader synthesis.
autonomy correlates work engagement
autonomy predicts work engagement
leader member exchange lmx predicts work engagement
performance feedback correlates work engagement
social support correlates work engagement
task significance correlates work engagement
task variety correlates work engagement
work engagement correlates job satisfaction
work engagement predicts job satisfaction
work engagement predicts organizational citizenship behavior ocb
work engagement predicts organizational commitment
work engagement predicts task performance
In the authors’ words
The article’s own abstract.
Many researchers have concerns about work engagement's distinction from other constructs and its theoretical merit. The goals of this study were to identify an agreed‐upon definition of engagement, to investigate its uniqueness, and to clarify its nomological network of constructs. Using a conceptual framework based on Macey and Schneider (2008; Industrial and Organizational Psychology , 1 , 3–30), we found that engagement exhibits discriminant validity from, and criterion related validity over, job attitudes. We also found that engagement is related to several key antecedents and consequences. Finally, we used meta‐analytic path modeling to test the role of engagement as a mediator of the relation between distal antecedents and job performance, finding support for our conceptual framework. In sum, our results suggest that work engagement is a useful construct that deserves further attention.
What the literature says about it
Attributed, open-access quotes from other works that cite this article, plus the citation-graph verdict tally. Corroborations and disputes, in one place — the honest-broker view.
supports “…work engagement has been connected with several positive organizational outcomes, such as organizational citizenship behavior, good performance, and lower turnover intention rates (christian et al., 2011). supervisors should try to create as many high-quality lMX relationships as possible.”
supports “The strength of work engagement in predicting desirable organizational outcomes, including job satisfaction, organizational citizenship behavior (OCB), work commitment, turnover intention, and innovative work behavior has been demonstrated in several meta-analyses (e.g., Borst et al., 2020; Christian et al., 2011; Harter et al., 2002; Neuber et al., 2021; Sari et al., 2020).”
supports “Hypothesis H2 illustrated that work engagement was positively and significantly by leader-member exchange and supported previous studies of Christian et al. (2011), Gutermann et al. (2017), Liden et al. (1997), Mulligan et al. (2021).”
disputes “It seems to be the case that in social work, unlike in other work areas, in which studies [4] have found a direct influence of leader-member exchange relations on work engagement, beneficial leader-member relationships themselves do not act directly engagement-promoting for employees, but as an important enabler of resource-rich work environments.”
supports “Moreover, a work engagement meta-analysis by Christian et al. (2011) found that the highest correlations between job resources and work engagement were for task variety, task significance, and proactive personality.”
supports “Among the organizational outcomes of work engagement, one can mention enhanced organizational citizenship [27], better job satisfaction and job commitment [28], extra role performance [29] and last but not least, increased job performance [30].”
supports “The work engagement model (Christian et al., 2011) is based on the premise that the significance of work characteristics and the dispositional characteristic (proactivity) exert a direct effect on the development of work engagement.”
supports “Work engagement was positively impacted by leader-member exchange (Christian et al., 2011; Mulligan et al., 2021), and Li et al. (2012) stated that leader-member exchange positively predicted employee performance through work engagement.”
supports “Prior evidence indicated that work engagement has a significant influence on job and task performance, productivity, organizational citizenship behaviors, discretionary efforts, emotional commitment, and customer service [26,27].”
supports “Among the organizational outcomes of work engagement, one can mention enhanced organizational citizenship [27], better job satisfaction and job commitment [28], extra role performance [29] and last but not least, increased job performance [30].”
supports “Prior evidence indicated that work engagement has a significant influence on job and task performance, productivity, organizational citizenship behaviors, discretionary efforts, emotional commitment, and customer service [26,27].”
supports “…work engagement has been connected with several positive organizational outcomes, such as organizational citizenship behavior, good performance, and lower turnover intention rates (christian et al., 2011). supervisors should try to create as many high-quality lMX relationships as possible.”
supports “Moreover, (Christian et al., 2011; Putra & Darmastuti, 2021) also found that work engagement has a relationship with contextual performance.”
supports “There was a positive effect of leader-member exchange on work engagement (Christian, Garza, & Slaughter., 2011; Mulligan, Ramos, Martín, & Zornoza, 2021), and employee performance was positively predicted by leader-member exchange through work engagement (Li, Sanders, & Frenkel, 2012).”
Ancillary research
Neighbouring works in the citation graph around this article.
- 10.1080/23311975.2024.2443807
- 10.46827/ejhrms.v8i1.1776
- 10.1007/s11482-022-10084-6
- 10.1007/s11482-019-09780-7
- 10.46223/hcmcoujs.econ.en.14.4.2853.2024
- 10.1016/j.heliyon.2022.e08793
- 10.1177/23409444211012419
- 10.35808/ersj/2632
- 10.13075/ijomeh.1896.02434
- 10.5114/hpr.2020.98665
- 10.1146/annurev-orgpsych-120920-053933
- 10.3390/bs14040300
- 10.26555/humanitas.v21i2.278
Assembled from Principia’s registry — bibliographic record, extracted effect sizes, the models they inform, and open-access citing literature.