Abstract:
This study combines theories of organizational psychology to develop a positive motivational work environment that focuses on work engagement. We seek to explain the antecedents and outcome factors relating to work engagement through the establishment of a new model tested on a sample of 116 South Australian employees over three-waves (T1, T2, and T3), over a period of 2.5 years. Our model integrates existing concepts of Psychosocial Safety Climate (PSC; a relatively new concept of organization and management support), job resources and work engagement. We also employ the same model to explain a broaden and build relationship that extends on from work engagement to job resources to create a motivational pathway of employee engagement. Methods: Models were tested using SEM to assess direct and indirect effects between PSC, job resources and work engagement over time. Results: We were able to find support for the existence of a reversed relationship form work engagement to PSC and a reciprocal relationship starting from engagement through to job resources. Conclusions: When we examine PSC, we suggest a reverse effect of the relationship among work engagement to PSC via an increase in job resources and this should be considered at the individual level.
