Work engagement, job crafting, and performance: An analysis in an Indian conglomerate

Abstract

Although studies have demonstrated a positive relationship between work engagement and task/contextual performance, research needs to more fully explore the network of linkages involving the antecedents, mediators, moderators, and consequences of work engagement. This study proposes a comprehensive model of such linkages. Using latent moderated structural equation modelling on a sample of 320 dyads of permanent, full-time, front-line employees and their supervisors in an Indian organisation, it was found that having a more supportive supervisor and better personal resources (measured here as core self-evaluations) are positively associated with the work engagement of employees. More engaged employees are then more likely to report that they craft their jobs, a relationship that is strengthened when employees enjoy greater work autonomy. Greater job crafting is associated with better task performance. Reinforcing the importance of employee control in their working environment, the mediating role of job crafting between work engagement and task performance is enhanced by greater autonomy, and whether greater work engagement leads to better task or contextual performance is influenced by the degree of work autonomy that employees enjoy. The results emphasise the dynamic role of work autonomy in the relationship among the variables hypothesised in the theoretical research model.