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Dancing between theory and practice: Enhancing work engagement through work stress intervention
Author(s) -
Cifre Eva,
Salanova Marisa,
RodríguezSánchez Alma M.
Publication year - 2010
Publication title -
human factors and ergonomics in manufacturing and service industries
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.408
H-Index - 39
eISSN - 1520-6564
pISSN - 1090-8471
DOI - 10.1002/hfm.20232
Subject(s) - multivariate analysis of variance , psychology , psychosocial , applied psychology , competence (human resources) , intervention (counseling) , job control , repeated measures design , variance (accounting) , work engagement , work (physics) , social psychology , engineering , computer science , business , mathematics , mechanical engineering , statistics , accounting , machine learning , psychiatry
This quasi‐experimental and longitudinal study assesses the effectiveness of a work stress intervention (i.e., Team Redesign) to increase job and personal resources and to consequently reduce job strain and increase employee psychosocial well‐being in an enamel manufacturing company following the Resources‐Experiences‐Demands Model (RED Model) and within the Action‐Research approach. The sample consisted of 108 employees at Time 1 and 72 employees at Time 2. Repeated‐measures multivariable analysis of variance (MANOVA) showed that the Time × Intervention interaction had reliable, positive, and incremental effects on job resources (i.e., innovation climate), personal resources (i.e., professional self‐efficacy and perceived competence), and motivational outcomes (i.e., work engagement, vigor, and dedication) on the intervention group (laboratory team, n = 9) when compared with the control group ( n = 63 employees from different departments). Finally, we discuss the theoretical and practical implications based on the RED Model, including the feedback from Intervention (Action) to Theory (Research). © 2010 Wiley Periodicals, Inc.