Job resources and work engagement: the contributing role of selection, optimization, and compensation strategies at work

Journal for Labour Market Research

Table 3 Results of mediation analyses of job resources (job control; learning and developmental opportunities) on work engagement through SOC strategy use

Job control—SOC—work engagement
(a) Direct effects	B	SE	t	p
Job control on work engagement (H1)	0.62	0.17	3.91	0.01
SOC on work engagement (H2)	0.50	0.21	2.85	0.01
Job control on SOC (H3)	0.18	0.07	2.41	0.02
	Bootstrapping CI (95 %)
(b) Indirect effect	B	SE	Lower	Upper
Job control on work engagement through SOC use (H4)	0.09	0.08	0.02	0.22
Model summary	R² = 0.19, F(df) = 5.29(112), p < 0.01
Learning and developmental opportunities—SOC—work engagement
(a) Direct effects	B	SE	t	p
Learning and developmental opportunities on work engagement (H1)	0.52	0.13	4.12	0.01
SOC on work engagement (H2)	0.42	0.22	2.60	0.01
Learning and developmental opportunities on SOC (H3)	0.21	0.06	3.11	0.01
	Bootstrapping CI (95 %)
(b) Indirect effect	B	SE	Lower	Upper
Learning and development opportunities on work engagement through SOC use (H4)	0.09	0.05	0.02	0.22
Model summary	R² = 0.19, F(df) = 5.32(112), p < 0.01

N = 118; controlled for gender, age, and leadership position. Pooled estimates drawn from 10 imputed data sets. B 5,000 bootstrap samples