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

Amanda Shantz, Kerstin Alfes, Catherine Truss and Emma Soane

LSE Research Online Documents on Economics from London School of Economics and Political Science, LSE Library

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 organizational citizenship behaviours and engage in fewer deviant behaviours. Theoretical and practical implications are discussed

Keywords: deviance; employee engagement; job design; organizational citizenship behaviours; task performance (search for similar items in EconPapers)
JEL-codes: L81 (search for similar items in EconPapers)
Date: 2013-07
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Citations: View citations in EconPapers (13)

Published in International Journal of Human Resource Management, July, 2013, 24(13), pp. 2608-2627. ISSN: 0958-5192

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