Abstract
Drawing from conservation of resources theory, this study examines the curvilinear relationship between of employees’ work engagement, and job performance. We also hypothesized employees’ feedback-seeking behavior as a pertinent boundary condition that mitigates this curvilinear relationship. Finally, we suggest personal resources to mediate the work engagement-job performance relationship. Data were gathered from 190 employees and their supervisors in Ukraine (study 1) and 171 employees and their supervisors in Pakistan (study 2). The results show that while work engagement enhances job performance, this effect occurs at a declining rate as work engagement increases. Feedback-seeking behavior moderates this curvilinear relationship, such that the decline in the rate at which work engagement enhances job performance is mitigated by higher levels of feedback-seeking behavior. Furthermore, after controlling for the role of feedback-seeking behavior, the curvilinear effect of work engagement on job performance is mediated by personal resources (i.e., self-efficacy, optimism and resilience). These findings have significant implications for research and practice.
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