Job and Personal Resources as Dual Drivers of Employee Engagement and Performance: An Integrative Conceptual Review
DOI:
https://doi.org/10.65578/ijesh.v15.i4.421Keywords:
Vigor, Dedication, Absorption, Employee EngagementAbstract
Employee engagement has attracted sustained interest because of its association with positive individual and organizational outcomes, yet there is still debate about what drives engagement and how it should be conceptualized. Building on the job demands–resources (JD‑R) perspective and recent engagement literature, this conceptual paper examines how job resources (e.g., autonomy, feedback, supervisor support) and personal resources (e.g., self‑efficacy, optimism, resilience) jointly shape employees’ cognitive, emotional, and behavioural investment in their roles. The paper first clarifies engagement as a positive, work‑related state of vigor, dedication, and absorption, and then synthesizes evidence on key antecedents and outcomes of engagement in different organizational contexts (Schaufeli & Bakker, 2004; Christian et al., 2011). An integrative model is proposed in which job and personal resources reinforce one another, especially under high job demands, and engagement mediates their effects on performance, well‑being, and retention (Bakker & Demerouti, 2007; Xanthopoulou et al., 2009). The paper identifies research gaps around cultural differences, demographic variables, and interventions, and outlines implications for managers seeking to build sustainable engagement
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