Testing additive versus interactive effects of person-organisation fit and organizational trust on engagement and performance

Kerstin Alfes, Amanda Shantz, Ratnesvary Alahakone

Research output: Contribution to journalArticlepeer-review

22 Citations (SciVal)
276 Downloads (Pure)

Abstract

Purpose
To date, most research has assumed an additive relationship between work-related predictors and engagement. The purpose of this paper is to contribute to the refinement of engagement theory by exploring the extent to which two predictors – person-organization fit and organizational trust – interact to influence employees’ engagement, which in turn, positively influences their task performance.

Design/methodology/approach
A test of moderated mediation was conducted using survey data collected from 335 employees and matched performance records from the Human Resource department in a support services organization in the UK.

Findings
Engagement was best predicted by the interactive model, rather than the additive model, as employees who felt a close fit with their organization and who trusted their organization were most engaged with their work. Further, engagement mediated the relationship between the interaction and task performance.

Originality/value
This paper contributes to a refinement of engagement theory by presenting and testing a model that explains the synergistic effect of work-related factors on engagement.
Original languageEnglish
Pages (from-to)1323 - 1339
JournalPersonnel Review
Volume45
Issue number6
DOIs
Publication statusPublished - 05 Sept 2016

Keywords

  • Quantitative
  • Performance evaluation
  • Trust
  • Engagement
  • Person-environment fit (P-E fit)

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