Investigating strengths and deficits to increase work engagement: A longitudinal study in the mining industry

Abstract

Orientation: The motivational process of the Job Demands-Resources (JD-R) model indicates that job resources are the main predictors of work engagement. Previous research has found that the two job resources perceived organisational support (POS) for strengths use and POS for deficit correction are also positively related to work engagement. However, the causal relationships between these variables have not been investigated longitudinally.

Research purpose: To determine if POS for strengths use and POS for deficit correction are significant predictors of work engagement over time.

Motivation for the study: In the literature, empirical evidence on the longitudinal relationships between work engagement and specific job resources, namely POS for strengths use and POS for deficit correction, is limited.

Research design, approach and method: A longitudinal design was employed in this study. The first wave elicited a total of 376 responses, while the second wave had a total sample size of 79. A web-based survey was used to measure the constructs and to gather data at both points in time. Structural equation modelling was used to investigate the hypotheses.

Main findings: The results indicated that both POS for strengths use and POS for deficit correction are positively related to work engagement in the short term. However, only POS for deficit correction significantly predicted work engagement over time.

Practical and managerial implications: The results provide valuable insights to organisations by providing knowledge regarding which approach influences work engagement levels of their employees in the short and long term.

Contribution or value-add: The study contributes to the limited research on what job resources predict work engagement over time.