Relationship among energy activation strategies, work engagement, and job performance

Purpose: The purpose of the current research is to ex‐ amine the relationship among energy activation strategies, work engagement and job performance. In our study, energy activation strategies are considered as a type of personal resource, and its possible outcomes are discussed. The role of energy activation strategies in the Job Demands‐Resources (JD‐R) model is also discussed. Design/Methodology: The study adopted a cross‐sectional design with self‐administered questionnaire survey methodology. Data was collected from 180 staff of different levels selected from a transport corporation in Hong Kong. Correlation and multiple regression were used to test the hypotheses. Results: The results show that (a) energy activation strategies were positively related to work engagement; (b) work engagement was positively related to job performance; (c) work engagement fully mediated the relationship between energy activation strategies and job performance. Limitations: As the items of the scale measuring energy activation strategies were adapted from western studies, it may lower the generalizability of the findings to a Chinese cultural context. Nevertheless, this study allows an initial exploration. Research/Practical Implications: The study extends the scope of literature in JD‐R model by relating energy at work to motivational variables and job performance. The discussion of energy activation strategies also provides basis for individual intervention. Originality/Value: Energy activation strategies could be a type of valuable resource that helps individuals to face heavy job demands. Nevertheless, little research has been done to investigate its nature and the possible outcomes. This is the first research study examining the function of energy activation strategies in a Chinese cultural context.