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Based on the Job Demands-Resources (JD-R) theory, this study aims to identify person-contingent antecedents and consequences of proactive strength-oriented behaviors at work. Thus, the authors propose and test a model in which psychological capital (PsyCap), as a personal resource, represents a precursor of strengths use, which in turn is a facilitator of employees' self-rated performance.

The authors tested the hypothesized mediation process through a cross-lagged study with three waves, using data collected from a sample of Romanian employees. The authors analyzed the data through structural equation modeling.

The results provided support for our model. The data showed significant, positive cross-lagged relationships between PsyCap, strengths use and performance across waves. Also, the authors identified a significant and positive indirect effect between PsyCap at T1 and performance at T3 through increased strengths use at T2.

This research brings new evidence for strengths use's placement as a proactive individual strategy within the JD-R theory. Practical implications are related to career self-management and work from home.

The purpose of this current study was to investigate the moderating effect of autonomy (individual-level job resource) and social supportive climate (group-level job resource) on the negative relationship between job insecurity and work engagement.

Cross-sectional data were gathered and analyzed using hierarchical linear modeling from 3,812 participants nested in 116 work units.

A significant interaction between job insecurity and autonomy offered support for the buffering hypothesis of autonomy. Hypotheses regarding both the direct and the buffering effect of social supportive climate were also supported, suggesting that shared perceptions of a supportive environment can reduce the negative impact of job insecurity on work engagement.

Focus on unit climate can aid practitioners in designing interventions that take into account the effects, and make use of resources that are shared in the work-group.

This study extends the job demands-resources theory, showing that resources exist not only at the level of the individual but also a group-level phenomenon, and interact with demands across levels.