Keywords
human resource management
leadermember exchange
core self-evaluations
turnover intention.
How to Cite
Abstract
Purpose – The aim of the study was to analyze individual and
situational antecedents of work engagement. More specifically, we
propose that engagement is influenced by individual differences,
measured by a construct called core self-evaluations, by human resource
management practices, and by leader-member exchange quality.
Moreover, we investigate the relationship between engagement and
turnover intention.
Design/methodology/approach – The hypotheses were tested
through multiple regression analysis with a sample of 299 professionals
employed by public and private organizations of different sizes and
sectors of the Brazilian economy.
Findings – All hypotheses were confirmed. More specifically, work
engagement was positive and significantly related to participants’ core
self-evaluations, human resource management practices, and leadermember
exchange quality. A negative and significant relationship
between engagement and turnover intention was also found.
Originality/value – Results showed that both HR practices and
leader-member exchange quality can influence employee engagement,
highlighting the importance of investments in these fields. Since
engagement was also associated with individual differences, establishing
an engaged workforce might require selection strategies that privilege
employees who are more positive about themselves.
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