Work engagement and adaptive performance of public executives and managers
Codo, Sylvie
Work engagement and adaptive performance of public executives and managers - 2025.
49
In a context of ongoing transformation within public services, work engagement and adaptive performance represent strategic issues for executives and managers. Using the Job Demands–Resources (JD-R) theoretical framework, this study explores the role of dispositional optimism and perceived competence in their work engagement and adaptive performance. The results of a survey of 293 executives and managers highlight a mediating effect of perceived competence between dispositional optimism and engagement on the one hand, and a similar effect between dispositional optimism and adaptive performance on the other. These results underscore the importance of taking psychological resources into account in human resource management policies.
Work engagement and adaptive performance of public executives and managers - 2025.
49
In a context of ongoing transformation within public services, work engagement and adaptive performance represent strategic issues for executives and managers. Using the Job Demands–Resources (JD-R) theoretical framework, this study explores the role of dispositional optimism and perceived competence in their work engagement and adaptive performance. The results of a survey of 293 executives and managers highlight a mediating effect of perceived competence between dispositional optimism and engagement on the one hand, and a similar effect between dispositional optimism and adaptive performance on the other. These results underscore the importance of taking psychological resources into account in human resource management policies.
Réseaux sociaux