The role of employee engagement in the relationship between job design and task performance, citizenship and deviant behaviours

A. Shantz, K. Alfes, C. Truss, E. Soane

Research output: Contribution to journalArticleScientificpeer-review

Abstract

The present study examined a potential mediator of the job design-performance relationship, namely, employee engagement. Data were obtained via a survey of 283 employees in a consultancy and construction firm based in the UK and from supervisors’ independent performance evaluations. The results reveal that employees who hold jobs that offer high levels of autonomy, task variety, task significance and feedback are more highly engaged and, in consequence, receive
higher performance ratings from their supervisors, enact more organisational citizenship behaviours, and engage in fewer deviant behaviours.
Theoretical and practical implications are discussed.
Original languageEnglish
Pages (from-to)2608-2627
JournalInternational Journal of Human Resource Management
Volume24
Issue number13
DOIs
Publication statusPublished - 2013

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Supervisory personnel
Personnel
Personnel rating
Feedback
Job design
Task performance
Citizenship behavior
Employees
Supervisors
Deviant behavior
Employee engagement
Organizational citizenship behavior
Performance ratings
Mediator
Autonomy
Performance evaluation
Consultancy

Cite this

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The role of employee engagement in the relationship between job design and task performance, citizenship and deviant behaviours. / Shantz, A.; Alfes, K.; Truss, C.; Soane, E.

In: International Journal of Human Resource Management, Vol. 24, No. 13, 2013, p. 2608-2627.

Research output: Contribution to journalArticleScientificpeer-review

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