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This study illustrates complementary variable- and person-centred approaches to the investigation of the underlying dimensionality of the work engagement construct. A sample of 730 participants completed a questionnaire twice across a four-month period. The results showed that employees' ratings of their work engagement simultaneously reflected a global overarching work engagement construct, which co-existed with three specific dimensions (vigour, dedication, and absorption). Relying on factor scores from this initial measurement model, the present study examined latent profiles of employees defined based on their global (work engagement) and specific (vigour, dedication, and absorption) levels of work engagement. The results revealed five distinct work engagement profiles, which proved to be fully identical, and highly stable, across the two time points. These profiles characterized disengaged-vigorous, normative, totally disengaged, vigorously absorbed, and engaged yet distanced employees. These profiles were also showed to be meaningfully related to employees' levels of stress, intentions to leave the organization, health, and job satisfaction. [ABSTRACT FROM AUTHOR]

Numerous studies have shown that perceived organizational support has positive consequences on both employees and organizations. However, no study has examined the causal relationship between perceived organizational support and proactive behaviour directed towards the organization and few studies have identified potential mechanisms underlying this relationship. We first investigated the direction of causality between perceived organizational support and proactive behaviour, and hypothesized that perceived organizational support leads to proactive behaviour directed towards the organization. Second, based on social exchange and motivational perspectives, we examined two potential mechanisms underlying this relationship, i.e., felt obligation and work engagement. Employees from a Belgian Federal Public Service were invited to take part in a three-wave longitudinal survey. Using a cross-lagged panel design, our results (N = 1963) revealed that Time 2 perceived organizational support was positively related to Time 3 proactive behaviour towards the organization, whereas the reverse was not true. Additionally, our results (N = 1293) showed that Time 2 felt obligation and Time 2 work engagement mediated the positive relationship between Time 1 perceived organizational support and Time 3 proactive behaviour directed towards the organization. [ABSTRACT FROM AUTHOR]

Numerous studies have shown the positive consequences of work engagement for both organisations and employees experiencing it. For instance, research has demonstrated that work-engaged employees have lower levels of turnover intentions than non-engaged employees. However, in this research, we examined whether there is a dark side of work engagement. More precisely, we investigated whether the relationship between work engagement and employees' turnover intentions might be non-linear. Based on two different samples, our results indicated that the relationship between work engagement and employees' turnover intentions is curvilinear. The theoretical and practical implications of these results are discussed. [ABSTRACT FROM AUTHOR]

Purpose -- The purpose of this paper are twofold. First, the authors examined the effects of two types of working hard (i.e. work engagement, workaholism) on employees' well-being (i.e. job satisfaction, perceived stress, and sleep problems). Second, the authors tested the extent to which both types of working hard mediate the relationship between three types of work-related social support (i.e. perceived organizational support, perceived supervisor support, and perceived coworker support) and employees' well-being. Design/methodology/approach -- An online questionnaire was administered to 343 PhD students. Findings -- Results revealed that work engagement mediates the relationships between perceived organizational support and job satisfaction and perceived stress. Perceived organizational support has also a direct positive impact on job satisfaction and a direct negative impact on perceived stress and sleep problems. Furthermore, work engagement mediates the influence of perceived supervisor support on job satisfaction and perceived stress. Finally, workaholism was found to mediate the relationships between perceived coworker support, and job satisfaction, perceived stress, and sleep problems. Practical implications -- The findings suggest that managers should promote practices in order to foster work engagement and prevent workaholism. In line with this, the findings indicated that the most powerful source of support that fosters work engagement is perceived supervisor support. Organizations should, therefore, train their supervisors to be supportive in their role of directing, evaluating and coaching subordinates or encourage supervisors to have regular meetings with their subordinates. Additionally, the results showed that perceived coworker support is the only source of work-related social support that has a negative influence on workaholism. Managers should foster coworker support, for instance by encouraging informal mentoring among employees in order to build a strong social network. Originality/value -- Because scholars argued that each type of work-related social support might have different consequences and might vary in terms of strength of associations with their outcomes, the study aimed to examine the concomitant effects of three forms of work-related social support on two types of working hard which, in turn, influence employees' well-being. [ABSTRACT FROM AUTHOR]