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.
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.
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.
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.
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.
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