Testing additive versus interactive effects of person-organization fit and organizational trust on engagement and performance

Abstract

Purpose To date, most research has assumed an additive relationship between work-related predictors and engagement. The purpose of this paper is to contribute to the refinement of engagement theory by exploring the extent to which two predictors – person-organization fit and organizational trust – interact to influence employees’ engagement, which in turn, positively influences their task performance. Design/methodology/approach A test of moderated mediation was conducted using survey data collected from 335 employees and matched performance records from the Human Resource department in a support services organization in the UK. Findings Engagement was best predicted by the interactive model, rather than the additive model, as employees who felt a close fit with their organization and who trusted their organization were most engaged with their work. Further, engagement mediated the relationship between the interaction and task performance. Originality/value This paper contributes to a refinement of engagement theory by presenting and testing a model that explains the synergistic effect of work-related factors on engagement.