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How does self-regulation of emotions impact employee work engagement: The mediating role of social resources

Published online by Cambridge University Press:  14 November 2014

Dave Bouckenooghe ,
Usman Raja  and
Muhammad Abbas
Dave Bouckenooghe*
Affiliation:
Faculty of Business, Brock University, St Catharines, ON, Canada
Usman Raja
Affiliation:
Faculty of Business, Brock University, St Catharines, ON, Canada
Muhammad Abbas
Affiliation:
Riphah International University, Haji Camp, Islamabad, Pakistan
*
Corresponding author: dbouckenooghe@brocku.ca
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Abstract

Drawing upon the Conservation of Resources Theory, we investigated the hitherto unexplored role of ‘social resources’ (i.e., trust in supervisor and social interaction) in mediating the relationship between ‘self-regulation of emotions’ (i.e., a personal resource) and work engagement. The data were collected from 296 IT professionals at four well-established IT firms in Ukraine. As we hypothesized, self-regulation of emotions positively affected work engagement, yet this effect partially disappeared when controlling for the role of social resources. Together, these findings illustrate the dynamic role of an individual's personal and social resources in fostering work engagement.

Keywords

work engagementself-regulation of emotionssocial interactiontrust in supervisorConservation of Resources Theory
Type
Research Article
Information
Journal of Management & Organization , Volume 20 , Issue 4 , July 2014 , pp. 508 - 525
Copyright
Copyright © Cambridge University Press and Australian and New Zealand Academy of Management 2014 

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