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Longitudinal study of antecedents of work engagement in Thailand

Manjiri Kunte (Department of Organizational Behavior, College of Management, Mahidol University, Bangkok, Thailand) (STRR Engineering Co. Ltd, Bangkok, Thailand)
Parisa RungRuang (Department of Organizational Behavior, College of Management, Mahidol University, Bangkok, Thailand)

Evidence-based HRM

ISSN: 2049-3983

Article publication date: 22 November 2018

Issue publication date: 15 July 2019

Abstract

Purpose

The purpose of this paper is to examine the effects of job demands, job resources and personal resources on work engagement using the job demands–resources (JD–R) model.

Design/methodology/approach

The study utilized a longitudinal research design in a sample of Thai employees (n=182). The data were collected by questionnaires administered in two waves over a period of four months, and the hypotheses were tested using hierarchical regression analysis.

Findings

The results supported the negative relationship between role ambiguity and work engagement. In addition, the findings suggested self-efficacy as a moderator in reducing the effect of increasing workload on work engagement.

Research limitations/implications

The results of this study will be helpful for managers in designing appropriate human resources policies and practices; in recruiting, selecting and developing engaged employees; and in ensuring workplace well-being.

Originality/value

This is the first notable study establishing the applicability of the antecedents of work engagement in the JD–R model in a Thai work setting.

Keywords

Citation

Kunte, M. and RungRuang, P. (2019), "Longitudinal study of antecedents of work engagement in Thailand", Evidence-based HRM, Vol. 7 No. 2, pp. 143-160. https://doi.org/10.1108/EBHRM-03-2018-0021

Publisher

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Emerald Publishing Limited

Copyright © 2018, Emerald Publishing Limited