Despite the increased attention that work engagement has been receiving in the literature, how change in work engagement influences employee outcomes is still lacking a thorough investigation. In this study, we examined the effects of work engagement change on job performance. Participants included 125 salespersons who completed surveys on three occasions within one year. The results indicated that work engagement change explained additional variance in sales performance (i.e., sales objectives and sales presentations), after controlling for the effects of the average level of work engagement and the job satisfaction trajectory (i.e., job satisfaction change and average level of job satisfaction). Moreover, general self-efficacy strengthened the positive relationship between work engagement change and job performance such that work engagement change was more strongly related to job performance for salespersons with high general self-efficacy than ones with low general self- efficacy. Overall, these findings suggest the importance of change in work engagement in predicting future job performance. In addition, to fully understand the work engagement (change)-job performance relation, it is also important to investigate the role of personal resources.
|Name||Academy of Management Annual Meeting Proceedings|