The role of employee engagement in the relationship between job design and task performance, citizenship and deviant behaviours

Abstract

The present study examined a potential mediator of the job design–performance relationship, namely employee engagement. Data were obtained via a survey of 283 employees in a consultancy and construction firm based in the UK and from supervisors' independent performance evaluations. The results reveal that employees who hold jobs that offer high levels of autonomy, task variety, task significance and feedback are more highly engaged and, in consequence, receive higher performance ratings from their supervisors, enact more organizational citizenship behaviours and engage in fewer deviant behaviours. Theoretical and practical implications are discussed.