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

Amanda Shantz*, Kerstin Alfes, Catherine Truss, Emma Soane

*Corresponding author for this work

Research output: Contribution to journalArticlepeer-review

137 Citations (Scopus)

Abstract

The present study examined a potential mediator of the job designtextendashperformance 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.
Original languageEnglish
Pages (from-to)2608-2627
Number of pages20
JournalInternational Journal of Human Resource Management
Volume24
Issue number13
Early online date17 Jan 2013
DOIs
Publication statusPublished - 1 Jul 2013
Externally publishedYes

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