Hostname: page-component-cd9895bd7-jkksz Total loading time: 0 Render date: 2024-12-23T14:31:05.319Z Has data issue: false hasContentIssue false
  • English
  • Français

Enhancing Engagement through Job Resources: The Moderating Role of Affective Commitment

Published online by Cambridge University Press:  19 June 2020

Daniel Dominguez Open the ORCID record for Daniel Dominguez [Opens in a new window] ,
María José Chambel Open the ORCID record for María José Chambel [Opens in a new window]  and
Vânia Sofia Carvalho Open the ORCID record for Vânia Sofia Carvalho [Opens in a new window]
Daniel Dominguez*
Affiliation:
Universidade de Lisboa (Portugal)
María José Chambel
Affiliation:
Universidade de Lisboa (Portugal)
Vânia Sofia Carvalho
Affiliation:
Universidade de Lisboa (Portugal)
*
Correspondence concerning this article should be addressed to Daniel Dominguez. Universidade de Lisboa. Faculdade de Psicologia e de Ciências da Educação. 1649–013 Lisboa. E-mail: [email protected]
Get access Rights & Permissions [Opens in a new window]

Abstract

Research has shown that affective commitment, one of three components of organizational commitment defined by Meyer and Allen (1991), can act as a moderator in relationships between job stressors and worker´s psychological tension. However, due to the scarcity of studies that investigate the moderating effect of this commitment component on relationships between positive variables, the purpose of this study is to examine the moderating role of affective commitment in the relationship between autonomy, peer support, supervisory support and perceived organizational support (POS), as job resources, on engagement. In this sense, we analyzed the data provided by a sample of Portuguese employees (N = 554), from an organization belonging to the consultancy sector. Firstly, we aimed to examine the direct effects of those job resources on engagement, and, then, examine the impact of affective commitment as a moderator on these relationships. The results partially support the hypotheses formulated. Indeed, there was a positive relationship between the job resources studied - work autonomy, peer support, supervisory support and POS - and engagement. Furthermore, according to our hypothesis, the interaction established between affective commitment and autonomy, significantly exacerbates the positive effect of this job resource on workers well-being, that is, on their engagement (b = .08, p < .05). However, contrary to our hypothesis, the affective commitment does not moderate the relationship between the other job resources and engagement. This study contributes to a deepest knowledge about the potentialities of affective commitment, reinforcing the importance of consider it as a contextual resource.

Keywords

affective commitmentengagementjob resourcespositive psychology
Type
Research Article
Information
The Spanish Journal of Psychology , Volume 23 , 2020 , e17
Copyright
© Universidad Complutense de Madrid and Colegio Oficial de Psicólogos de Madrid 2020

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

References

Amabile, T. M., & Pillemer, J. (2012). Perspectives on the social psychology of creativity. The Journal of Creative Behavior, 46(1), 3–15. http://doi.org/10.1002/jocb.001CrossRefGoogle Scholar
Armstrong-Stassen, M. (2004). The influence of prior commitment on the reactions of layoff survivors to organizational downsizing. Journal of Occupational Health Psychology, 9(1), 46–60. http://doi.org/10.1037/1076-8998.9.1.46CrossRefGoogle ScholarPubMed
Bakker, A. B., & Demerouti, E. (2007). The Job Demands-Resources model: State of the art. Journal of Managerial Psychology, 22(3), 309–328. http://doi.org/10.1108/02683940710733115CrossRefGoogle Scholar
Bakker, A. B., & Demerouti, E. (2008). Towards a model of work engagement. Career Development International, 13(3), 209–223. http://doi.org/10.1108/13620430810870476CrossRefGoogle Scholar
Baumeister, R. F., & Leary, M. R. (1995). The need to belong: Desire for interpersonal attachments as a fundamental human motivation. Psychological Bulletin, 117(3), 497–529. http://doi.org/10.1037/0033-2909.117.3.497CrossRefGoogle ScholarPubMed
Begley, T. M., & Czajka, J. M. (1993). Panel analysis of the moderating effects of commitment on job satisfaction, intent to quit, and health following organizational change. Journal of Applied Psychology, 78(4), 552–556. http://doi.org/10.1037/0021-9010.78.4.552CrossRefGoogle ScholarPubMed
Carlson, D. S., & Perrewé, P. L. (1999). The role of social support in the stressor-strain relationship: An examination of work-family conflict. Journal of Management, 25(4), 513–540. http://doi.org/10.1177/014920639902500403CrossRefGoogle Scholar
Cerasoli, C. P., Nicklin, J. M., & Ford, M. T. (2014). Intrinsic motivation and extrinsic incentives jointly predict performance: A 40-year meta-analysis. Psychological Bulletin, 140(4), 980–1008. http://doi.org/10.1037/a0035661CrossRefGoogle ScholarPubMed
Chambel, M. J., Lopes, S., & Batista, J. (2016). The effects of temporary agency work contract transitions on well-being. International Archives of Occupational and Environmental Health, 89(8), 1215–1228. http://doi.org/10.1007/s00420-016-1158-yCrossRefGoogle Scholar
Chen, I.-S. (2017). Work engagement and its antecedents and consequences: A case of lecturers teaching synchronous distance education courses. Computers in Human Behavior, 72, 655–663. http://doi.org/10.1016/j.chb.2016.10.002CrossRefGoogle Scholar
Chiaburu, D. S., & Harrison, D. A. (2008). Do peers make the place? Conceptual synthesis and meta-analysis of coworker effects on perceptions, attitudes, OCBs, and performance. Journal of Applied Psychology, 93(5), 1082–1103. http://doi.org/10.1037/0021-9010.93.5.1082CrossRefGoogle ScholarPubMed
Consultancy.eu (2018, September 27). Management consulting market of Asia Pacific now worth $50 billion. https://www.consultancy.eu/news/1884/management-consulting-market-of-asia-pacific-now-worth-50-billionGoogle Scholar
Cropanzano, R., Howes, J. C., Grandey, A. A., & Toth, P. (1997). The relationship of organizational politics and support to work behaviors, attitudes, and stress. Journal of Organizational Behavior, 18(2), 159–180. http://doi.org/10.1002/(sici)1099-1379(199703)18:2<159::aid-job795>3.0.co;2-d3.0.CO;2-D>CrossRefGoogle Scholar
Darr, W., & Johns, G. (2008). Work strain, health, and absenteeism: A meta-analysis. Journal of Occupational Health Psychology, 13(4), 293–318. http://doi.org/10.1037/a0012639CrossRefGoogle ScholarPubMed
Davis, W. D., & Gardner, W. L. (2004). Perceptions of politics and organizational cynicism: An attributional and leader–member exchange perspective. The Leadership Quarterly, 15(4), 439–465. http://doi.org/10.1016/j.leaqua.2004.05.002CrossRefGoogle Scholar
Deci, E. L., Olafsen, A. H., & Ryan, R. M. (2017). Self-Determination Theory in work organizations: The state of a science. Annual Review of Organizational Psychology and Organizational Behavior, 4(1), 19–43. http://doi.org/10.1146/annurev-orgpsych-032516-113108CrossRefGoogle Scholar
Deci, E. L., & Ryan, R. M. (1987). The support of autonomy and the control of behavior. Journal of Personality and Social Psychology, 53(6), 1024–1037. http://doi.org/10.1037/0022-3514.53.6.1024CrossRefGoogle ScholarPubMed
Demerouti, E., Nachreiner, F. Bakker, A, B., & Schaufeli, W. B. (2001). The job demands-resources model of burnout. Journal of Applied Psychology, 86(3), 499–512. http://doi.org/10.1037/0021-9010.86.3.499CrossRefGoogle ScholarPubMed
Donald, I., & Siu, O.-L. (2001). Moderating the stress impact of environmental conditions: The effect of organizational commitment in Hong Kong and China. Journal of Environmental Psychology, 21(4), 353–368. http://doi.org/10.1006/jevp.2001.0229CrossRefGoogle Scholar
Eisenberger, R., Huntington, R., Hutchison, S., & Sowa, D. (1986). Perceived organizational support. Journal of Applied Psychology, 71, 500–507. http://doi.org/10.1037/0021-9010.71.3.500CrossRefGoogle Scholar
Eisenberger, R., Rhoades, L., & Cameron, J. (1999). Does pay for performance increase or decrease perceived self-determination and intrinsic motivation? Journal of Personality and Social Psychology, 77(5), 1026–1040. http://doi.org/10.1037/0022-3514.77.5.1026CrossRefGoogle Scholar
Fila, M. J., Purl, J., & Griffeth, R. W. (2017). Job demands, control and support: Meta-analyzing moderator effects of gender, nationality, and occupation. Human Resource Management Review, 27(1), 39–60. http://doi.org/10.1016/j.hrmr.2016.09.004CrossRefGoogle Scholar
Garcia, P. R. J. M., Ng, C. S. H., Capezio, A., Restubog, S. L. D., & Tang, R. L. (2017). Distressed and drained: Consequences of intimate partner aggression and the buffering role of supervisor support. Journal of Vocational Behavior, 103, 106–116. http://doi.org/10.1016/j.jvb.2017.09.003CrossRefGoogle Scholar
Gellatly, I. R., Meyer, J. P., & Luchak, A. A. (2006). Combined effects of the three commitment components on focal and discretionary behaviors: A test of Meyer and Herscovitch’s propositions. Journal of Vocational Behavior, 69(2), 331–345. http://doi.org/10.1016/j.jvb.2005.12.005CrossRefGoogle Scholar
Gilley, A., McMillan, H. S., & Gilley, J. W. (2009). Organizational change and characteristics of leadership effectiveness. Journal of Leadership & Organizational Studies, 16(1), 38–47. http://doi.org/10.1177/1548051809334191CrossRefGoogle Scholar
Grant, A. M. (2014). The efficacy of executive coaching in times of organizational change. Journal of Change Management, 14(2), 258–280. http://doi.org/10.1080/14697017.2013.805159CrossRefGoogle Scholar
Greguras, G. J., & Diefendorff, J. M. (2009). Different fits satisfy different needs: Linking person-environment fit to employee commitment and performance using self-determination theory. Journal of Applied Psychology, 94(2), 465–477. http://doi.org/10.1037/a0014068CrossRefGoogle ScholarPubMed
Häusser, J. A., Mojzisch, A., Niesel, M., & Schulz-Hardt, S. (2010). Ten years on: A review of recent research on the Job Demand–Control (-Support) model and psychological well-being. Work & Stress, 24(1), 1–35. http://doi.org/10.1080/02678371003683747CrossRefGoogle Scholar
Hallman, T., Burell, G., Setterlind, S., Oden, A., & Lisspers, J. (2001). Psychosocial risk factors for coronary heart disease, their importance compared with other risk factors and gender differences in ensitivity. Journal of Cardiovascular Risk, 8(1), 39–49. http://doi.org/10.1177/174182670100800106CrossRefGoogle Scholar
Hayes, A. F. (2013). Methodology in the social sciences. Introduction to mediation, moderation, and conditional process analysis: A regression-based approach. Guilford Press.Google Scholar
Hobfoll, S. E. (2001). The influence of culture, community, and the nested-self in the stress process: Advancing Conservation of Resources Theory. Applied Psychology, 50(3), 337–421. http://doi.org/10.1111/1464-0597.00062CrossRefGoogle Scholar
Hobfoll, S. E. (2011). Conservation of resource caravans and engaged settings. Journal of Occupational and Organizational Psychology, 84(1), 116–122. http://doi.org/10.1111/j.2044-8325.2010.02016.xCrossRefGoogle Scholar
Hon, A. H. Y. (2012). Shaping environments conductive to creativity. Cornell Hospitality Quarterly, 53(1), 53–64. http://doi.org/10.1177/1938965511424725CrossRefGoogle Scholar
Hoskins, D. (2014, January 16). Employees perform better when they can control their space. Harvard Business Review. https://hbr.org/2014/01/employees-perform-better-when-they-can-control-their-spaceGoogle Scholar
Instituto Nacional de Estatística (2017). Anuário Estatístico de Portugal–2016 [Statistical Yearbook of Portugal–2016]. https://www.ine.pt/xportal/xmain?xpid=INE&xpgid=ine_publicacoes&PUBLICACOESpub_boui=277187869&PUBLICACOEStema=00&PUBLICACOESmodo=2Google Scholar
Irving, P. G., & Coleman, D. F. (2003). The moderating effect of different forms of commitment on role ambiguity-job tension relations. Canadian Journal of Administrative Sciences, 20(2), 97–106. http://doi.org/10.1111/j.1936-4490.2003.tb00696.xCrossRefGoogle Scholar
James, J. B., McKechnie, S., & Swanberg, J. (2011). Predicting employee engagement in an age-diverse retail workforce. Journal of Organizational Behavior, 32(2), 173–196. http://doi.org/10.1002/job.681CrossRefGoogle Scholar
Joo, B.-K. B., Jeung, C.-W., & Yoon, H. J. (2010). Investigating the influences of core self-evaluations, job autonomy, and intrinsic motivation on in-role job performance. Human Resource Development Quarterly, 21(4), 353–371. http://doi.org/10.1002/hrdq.20053CrossRefGoogle Scholar
Karasek, R., Brisson, C., Kawakami, N., Houtman, I., Bongers, P., & Amick, B. (1998). The Job Content Questionnaire (JCQ): An instrument for internationally comparative assessments of psychosocial job characteristics. Journal of Occupational Health Psychology, 3(4), 322–355. http://doi.org/10.1037/1076-8998.3.4.322CrossRefGoogle ScholarPubMed
Klein, H. J., Molloy, J. C., & Cooper, J. T. (2009). Conceptual foundations: Construct definitions and theoretical representations of workplace commitments. In Klein, H., Becker, T., & Meyer, J. (Eds.), Commitment in organizations: Accumulated wisdom and new directions (pp. 3–36). Routledge.Google Scholar
Levy, P. E., & Williams, J. R. (1998). The role of perceived system knowledge in predicting appraisal reactions, job satisfaction, and organizational commitment. Journal of Organizational Behavior, 19(1), 53–65. http://doi.org/10.1002/(sici)1099-1379(199801)19:1<53::aid-job826>3.0.co;2-d3.0.CO;2-D>CrossRefGoogle Scholar
Liang, H., Wang, M.-M., Wang, J.-J., & Xue, Y. (2018). How intrinsic motivation and extrinsic incentives affect task effort in crowdsourcing contests: A mediated moderation model. Computers in Human Behavior, 81, 168–176. http://doi.org/10.1016/j.chb.2017.11.040CrossRefGoogle Scholar
Matthews, R. A., Bulger, C. A., & Barnes-Farrell, J. L. (2010). Work social supports, role stressors, and work–family conflict: The moderating effect of age. Journal of Vocational Behavior, 76(1), 78–90. http://doi.org/10.1016/j.jvb.2009.06.011CrossRefGoogle Scholar
McHugh, M. (1997). The stress factor: another item for the change management agenda? Journal of Organizational Change Management, 10(4), 345–362. http://doi.org/10.1108/09534819710175866CrossRefGoogle Scholar
Melamed, S., Shirom, A., Toker, S., Berliner, S., & Shapira, I. (2006). Burnout and risk of cardiovascular disease: Evidence, possible causal paths, and promising research directions. Psychological Bulletin, 132(3), 327–353. http://doi.org/10.1037/0033-2909.132.3.327CrossRefGoogle ScholarPubMed
Meng, L., & Ma, Q. (2015). Live as we choose: The role of autonomy support in facilitating intrinsic motivation. International Journal of Psychophysiology, 98(3), 441–447. http://doi.org/10.1016/j.ijpsycho.2015.08.009CrossRefGoogle ScholarPubMed
Meyer, J. P., & Allen, N. J. (1991). A three-component conceptualization of organizational commitment. Human Resource Management Review, 1(1), 61–89. http://doi.org/10.1016/1053-4822(91)90011-zCrossRefGoogle Scholar
Meyer, J. P., & Allen, N. J. (1997). Commitment in the workplace: Theory, research and application. Sage Publications.Google Scholar
Meyer, J. P., Becker, T. E., & van Dick, R. (2006). Social identities and commitments at work: Toward an integrative model. Journal of Organizational Behavior, 27(5), 665–683. http://doi.org/10.1002/job.383CrossRefGoogle Scholar
Meyer, J. P., & Herscovitch, L. (2001). Commitment in the workplace: Toward a general model. Human Resource Management Review, 11(3), 299–326. http://doi.org/10.1016/s1053-4822(00)00053-xCrossRefGoogle Scholar
Meyer, J. P., & Maltin, E. R. (2010). Employee commitment and well-being: A critical review, theoretical framework and research agenda. Journal of Vocational Behavior, 77(2), 323–337. http://doi.org/10.1016/j.jvb.2010.04.007CrossRefGoogle Scholar
Meyer, J. P., & Parfyonova, N. M. (2010). Normative commitment in the workplace: A theoretical analysis and re-conceptualization. Human Resource Management Review, 20(4), 283–294. http://doi.org/10.1016/j.hrmr.2009.09.001CrossRefGoogle Scholar
Meyer, J. P., Stanley, D. J., Herscovitch, L., & Topolnytsky, L. (2002). Affective, continuance, and normative commitment to the organization: A meta-analysis of antecedents, correlates, and consequences. Journal of Vocational Behavior, 61(1), 20–52. http://doi.org/10.1006/jvbe.2001.1842CrossRefGoogle Scholar
Meyer, J. P., Stanley, L. J., & Parfyonova, N. M. (2012). Employee commitment in context: The nature and implication of commitment profiles. Journal of Vocational Behavior, 80(1), 1–16. http://doi.org/10.1016/j.jvb.2011.07.002CrossRefGoogle Scholar
Mills, M. J., & Fullagar, C. J. (2017). Engagement within occupational trainees: Individual difference predictors and commitment outcome. Journal of Vocational Behavior, 98, 35–45. http://doi.org/10.1016/j.jvb.2016.09.004CrossRefGoogle Scholar
Moorman, R. H., Blakely, G. L., & Niehoff, B. P. (1998). Does perceived organizational support mediate the relationship between procedural justice and organizational citizenship behavior? Academy of Management Journal, 41(3), 351–357. http://doi.org/10.5465/256913CrossRefGoogle Scholar
Mowday, R. T., Porter, L. W., & Steers, R. M. (1982). Employee-organization linkages: The psychology of commitment, absenteeism, and turnover. Academic Press.Google Scholar
Ng, T. W. H., & Feldman, D. C. (2013). Does longer job tenure help or hinder job performance? Journal of Vocational Behavior, 83(3), 305–314. http://doi.org/10.1016/j.jvb.2013.06.012CrossRefGoogle Scholar
Niessen, C., Mäder, I., Stride, C., & Jimmieson, N. L. (2017). Thriving when exhausted: The role of perceived transformational leadership. Journal of Vocational Behavior, 103, 41–51. http://doi.org/10.1016/j.jvb.2017.07.012CrossRefGoogle Scholar
Observatorio Sectorial DBK (2017). Estudio Sectores Portugal de DBK: Consultoría (9th Ed.) [Sectors´ Study Portugal of DBK: Consultancy].Google Scholar
Organisation for Economic Co-operation and Development (2019). Real GDP forecast. https://data.oecd.org/gdp/real-gdp-forecast.htmGoogle Scholar
Olafsen, A. H., Halvari, H., Forest, J., & Deci, E. L. (2015). Show them the money? The role of pay, managerial need support, and justice in a self-determination theory model of intrinsic work motivation. Scandinavian Journal of Psychology, 56(4), 447–457. http://doi.org/10.1111/sjop.12211CrossRefGoogle Scholar
Oldham, G. R., & Cummings, A. (1996). Employee creativity: Personal and contextual factors at work. Academy of Management Journal, 39(3), 607–634. http://doi.org/10.5465/256657Google Scholar
Reguera-Alvarado, N., & Bravo, F. (2017). The effect of independent directors’ characteristics on firm performance: Tenure and multiple directorships. Research in International Business and Finance, 41, 590–599. http://doi.org/10.1016/j.ribaf.2017.04.045CrossRefGoogle Scholar
Reijseger, G., Peeters, M. C. W., Taris, T. W., & Schaufeli, W. B. (2016). From motivation to activation: Why engaged workers are better performers. Journal of Business and Psychology, 32(2), 117–130. http://doi.org/10.1007/s10869-016-9435-zCrossRefGoogle Scholar
Rhoades, L., Eisenberger, R., & Armeli, S. (2001). Affective commitment to the organization: The contribution of perceived organizational support. Journal of Applied Psychology, 86(5), 825–836. http://doi.org/10.1037/0021-9010.86.5.825CrossRefGoogle ScholarPubMed
Rhoades, L., & Eisenberger, R. (2002). Perceived organizational support: A review of the literature. Journal of Applied Psychology, 87(4), 698–714. http://doi.org/10.1037/0021-9010.87.4.698CrossRefGoogle ScholarPubMed
Riggle, R. J., Edmondson, D. R., & Hansen, J. D. (2009). A meta-analysis of the relationship between perceived organizational support and job outcomes: 20 years of research. Journal of Business Research, 62 ( 10), 1027–1030. http://doi:10.1016/j.jbusres.2008.05.003CrossRefGoogle Scholar
Ryan, R. M., & Deci, E. L. (2000). Self-determination theory and the facilitation of intrinsic motivation, social development, and well-being. American Psychologist, 55(1), 68–78. http://doi.org/10.1037/0003-066x.55.1.68CrossRefGoogle ScholarPubMed
Sablonnière, R. de la, Tougas, F., Sablonnière, É. de la, & Debrosse, R. (2012). Profound organizational change, psychological distress and burnout symptoms: The mediator role of collective relative deprivation. Group Processes & Intergroup Relations, 15(6), 776–790. http://doi.org/10.1177/1368430212445074CrossRefGoogle Scholar
Salanova, M., & Schaufeli, W. B. (2008). A cross-national study of work engagement as a mediator between job resources and proactive behavior. The International Journal of Human Resource Management, 19(1), 116–131. http://doi.org/10.1080/09585190701763982CrossRefGoogle Scholar
Shalley, C. E., & Perry-Smith, J. E. (2001). Effects of social-psychological factors on creative performance: The role of informational and controlling expected evaluation and modeling experience. Organizational Behavior and Human Decision Processes, 84 ( 1), 1–22. http://doi.org/10.1006/obhd.2000.2918CrossRefGoogle ScholarPubMed
Schaufeli, W. B., & Bakker, A. B. (2004a). Job demands, job resources, and their relationship with burnout and engagement: A multi-sample study. Journal of Organizational Behavior, 25(3), 293–315. http://doi.org/10.1002/job.248CrossRefGoogle Scholar
Schaufeli, W. B., & Bakker, A. B. (2004b). Utrecht Work Engagement Scale: Preliminar manual. https://www.wilmarschaufeli.nl/publications/Schaufeli/Test%20Manuals/Test_manual_UWES_English.pdfGoogle Scholar
Schaufeli, W. B., Bakker, A. B., & Salanova, M. (2006). The measurement of work engagement with a short questionnaire. Educational and Psychological Measurement, 66(4), 701–716. http://doi.org/10.1177/0013164405282471CrossRefGoogle Scholar
Schaufeli, W. B., Salanova, M., González-Romá, V., & Bakker, A. B. (2002). The measurement of engagement and burnout: A two sample confirmatory factor analytic approach. Journal of Happiness studies, 3 ( 1), 71-92. https://doi.org/10.1023/A:1015630930326CrossRefGoogle Scholar
Schaufeli, W. B., & Taris, T. W. (2014). A critical review of the job demands-resources model: Implications for improving work and health. In Bauer, G. F., & Hämmig, O. (Eds.), Bridging occupational, organizational and public health (pp. 43–68). Springer.CrossRefGoogle Scholar
Schmidt, K.-H. (2007). Organizational commitment: A further moderator in the relationship between work stress and strain? International Journal of Stress Management, 14(1), 26–40. https://doi.org/10.1037/1072-5245.14.1.26CrossRefGoogle Scholar
Seligman, M. E. P., & Csikszentmihalyi, M. (2000). Positive psychology: An introduction. American Psychologist, 55(1), 5–14. http://doi.org/10.1037/0003-066X.55.1.5CrossRefGoogle Scholar
Simon, L. S., Judge, T. A., & Halvorsen-Ganepola, M. D. K. (2010). In good company? A multi-study, multi-level investigation of the effects of coworker relationships on employee well-being. Journal of Vocational Behavior, 76(3), 534–546. http://doi.org/10.1016/j.jvb.2010.01.006CrossRefGoogle Scholar
Siu, O. L., & Cooper, C. L. (1998). A study of occupational stress, job satisfaction and quitting intention in Hong Kong firms: The role of locus of control and organizational commitment. Stress Medicine, 14(1), 55–66. http://doi.org/10.1002/(SICI)1099-1700(199801)14:1%3C55::AID-SMI764%3E3.0.CO;2-X3.0.CO;2-X>CrossRefGoogle Scholar
Sommer, S. M., Bae, S.-H., & Luthans, F. (1996). Organizational commitment across cultures: the impact of antecedents on Korean employees. Human Relations, 49(7), 977–993. http://doi.org/10.1177/001872679604900705CrossRefGoogle Scholar
Sonnentag, S., Binnewies, C., & Mojza, E. J. (2010). Staying well and engaged when demands are high: The role of psychological detachment. Journal of Applied Psychology 95(5), 965–976. http://doi.org/10.1037/a0020032CrossRefGoogle ScholarPubMed
Swanberg, J. E., McKechnie, S. P., Ojha, M. U., & James, J. B. (2011). Schedule control, supervisor support and work engagement: A winning combination for workers in hourly jobs? Journal of Vocational Behavior, 79(3), 613–624. http://doi.org/10.1016/j.jvb.2011.04.012CrossRefGoogle Scholar
van den Broeck, A., Ferris, D. L., Chang, C.-H., & Rosen, C. C. (2016). A review of Self-Determination Theory’s Basic Psychological Needs at Work. Journal of Management, 42(5), 1195–1229. http://doi.org/10.1177/0149206316632058CrossRefGoogle Scholar
Wang, Z., Zhang, J., Thomas, C. L., Yu, J., & Spitzmueller, C. (2017). Explaining benefits of employee proactive personality: The role of engagement, team proactivity composition and perceived organizational support. Journal of Vocational Behavior, 101, 90–103. http://doi.org/10.1016/j.jvb.2017.04.002CrossRefGoogle Scholar
Warneken, F., & Tomasello, M. (2008). Extrinsic rewards undermine altruistic tendencies in 20-month-olds. Developmental Psychology, 44(6), 1785–1788. http://doi.org/10.1037/a0013860CrossRefGoogle ScholarPubMed
Xanthopoulou, D., Bakker, A. B., Demerouti, E., & Schaufeli, W. B. (2007). The role of personal resources in the job demands-resources model. International Journal of Stress Management, 14(2), 121–141. http://doi.org/10.1037/1072-5245.14.2.121CrossRefGoogle Scholar