Original Research

Relational dynamics amongst personal resources: Consequences for employee engagement

Nicola Vermooten, Johan Malan, Martin Kidd, Billy Boonazier
SA Journal of Human Resource Management | Vol 19 | a1310 | DOI: https://doi.org/10.4102/sajhrm.v19i0.1310 | © 2021 Nicola Vermooten, Johan Malan, Martin Kidd, Billy Boonazier | This work is licensed under CC Attribution 4.0
Submitted: 29 December 2019 | Published: 16 February 2021

About the author(s)

Nicola Vermooten, Department of Industrial Psychology, Faculty of Economic and Business Management Sciences, Stellenbosch University, Stellenbosch, South Africa
Johan Malan, Department of Industrial Psychology, Faculty of Economic and Business Management Sciences, Stellenbosch University, Stellenbosch, South Africa
Martin Kidd, Centre for Statistical Consultation, Faculty of Economic and Business Management Sciences, Stellenbosch University, Stellenbosch, South Africa
Billy Boonazier, Department of Industrial Psychology, Faculty of Economic and Business Management Sciences, Stellenbosch University, Stellenbosch, South Africa


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Abstract

Orientation: Consistent with the central tenets of the job demands-resources theory, research has shown that personal resources foster employee engagement. There is, however, a gap in the literature, as limited research has explored the relational dynamics amongst personal resources.

Research purpose: Firstly, to explore the relational dynamics amongst personal resources and, secondly, to determine its consequences for employee engagement.

The motivation of the study: Employees possess multiple personal resources. In consideration of this, the researchers propose that it is necessary to adopt a structural model to capture the interrelatedness of the personal resources phenomenon and its consequences for employee engagement.

Research approach/design and method: A quantitative cross-sectional survey design was used in the study to collect primary data amongst teachers from public schools located across the Western Cape province (n = 353).

Main findings: The results of the study demonstrated that personal resources are related to each other and, in turn, foster employee engagement.

Practical/managerial implications: The researchers recommend human resource interventions that can be developed and implemented to cultivate personal resources, specifically emotional intelligence, work locus of control, psychological capital and calling orientation.

Contribution/value-add: A structural model was adopted to explore the relational dynamics amongst personal resources. This enabled the researchers to capture the complexity of the personal resources phenomenon and its consequences for employee engagement.


Keywords

employee engagement; emotional intelligence; work locus of control; psychological capital; calling orientation; broaden-and-build theory; conservation of resources theory

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