An examination of work engagement's antecedents and consequences in a sample of U.S. community mental health providers

Bibliographic Data

ID12289478
AuthorsFred J Pasquarella (0009-0008-3745-036X, Didi Hirsch Mental Health Services Culver City CA USA, corresponding author), Erica L Lizano (0000-0001-5312-3256, College of Health and Human Development California State University, Fullerton Fullerton CA USA), Sae Lee (0000-0002-4910-9539, Didi Hirsch Mental Health Services Culver City CA USA), Diego De La Peza (Didi Hirsch Mental Health Services Culver City CA USA)
Year2021
Volume30
Issue5
Pagese2318-e2329
Publication date2021-11-30
Peer ReviewedYes
Open AccessYes
TypeARTICLE
VenueHealth & Social Care in the Community (JOURNAL)
Journal identifiersISSN: 0966-0410 • E-ISSN: 1365-2524
PublisherWiley (PUBLISHER • GB)
DOI10.1111/hsc.13670
PMID34850476
OpenAlexW3216251149
LanguageEN
Citations received2
References cited56

The study examined the relationship between job demands and resources, work engagement, and turnover intentions in a community mental health context. Using path analysis, we tested a conceptual model where we hypothesised that job demands (pressure to produce and role ambiguity) had a negative relationship to work engagement (H1) and resources (team commitment, supervisor relationship, and connection to organisational mission) were positively related to engagement (H2). Furthermore, greater engagement would be related to lower intention to leave the job (H3). Additionally, we hypothesised that there was an indirect effect of job demands and resources on turnover intention mediated via engagement (H4). The study used cross-sectional data collected in 2018 from a sample of N = 170 mental health providers employed in a community mental health centre in the Southwest region of the United States. The study findings suggest that the job demands tested, pressure to produce and role ambiguity, were negatively related to engagement (H1). Of the job resources tested, only team commitment and connection to mission were positively related to engagement (H2). Work engagement was negatively related to intention to leave (H3). There were indirect effects of job demands and job resources (pressure to produce, role ambiguity and connection to the organisation mission) on intention to leave mediated through engagement (H4). The findings suggest that managers and administrators in community mental health organisations may help promote a more stable workforce by bolstering the resources that lead to greater work engagement and mitigating the job demands that reduce engagement

Ambiguity · Context (archaeology · Employee engagement · Mental health · Path analysis (statistics · Political science · Public relations · Sample (material · Work (physics · Work engagement · Workforce · Applied Psychology · Healthcare professionals’ stress and burnout · Job Satisfaction and Organizational Behavior · Psychology · Social Psychology · Stress and Burnout Research