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    Why do employees have better family lives when they are highly engaged at work?

    268035.pdf (512.9Kb)
    Access Status
    Open access
    Authors
    Ilies, R.
    Liu, X.
    Liu, Yukun
    Zheng, X.
    Date
    2017
    Type
    Journal Article
    
    Metadata
    Show full item record
    Citation
    Ilies, R. and Liu, X. and Liu, Y. and Zheng, X. 2017. Why do employees have better family lives when they are highly engaged at work? Journal of Applied Psychology. 102 (6): pp. 956-970.
    Source Title
    Journal of Applied Psychology
    DOI
    10.1037/apl0000211
    ISSN
    0021-9010
    School
    Future of Work Institute
    Remarks

    Copyright © American Psychological Association, [Year]. This paper is not the copy of record and may not exactly replicate the authoritative document published in the APA journal. Please do not copy or cite without author's permission. The final article is available, upon publication, at: 10.1037/apl0000211

    URI
    http://hdl.handle.net/20.500.11937/70118
    Collection
    • Curtin Research Publications
    Abstract

    Past research on the effects of work engagement on the family has demonstrated contrasting effects, with some suggesting that work engagement is beneficial for family life whereas others suggesting that it may be detrimental. In this research, using a sample of 125 employees who responded to daily surveys both at work and at home for 2 consecutive weeks, the authors present a multilevel examination of the relationships of work engagement to family outcomes aimed at elucidating such work–family effects. Their findings revealed that employees’ daily work engagement experiences related positively, within individuals, to work–family interpersonal capitalization, which in turn, related positively to daily family satisfaction and to daily work–family balance. The findings also indicate that both the relationship between daily work engagement and work–family interpersonal capitalization and the indirect effects of daily work engagement on the family outcomes were stronger for employees with higher intrinsic motivation than for those with lower intrinsic motivation. The authors discuss theoretical and practical implications of the findings and offer directions for future research.

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