Abstract
This study aimed to examine the role of personal resources in the job demands?resources (JD?R) model of work engagement. We hypothesized that personal resources weaken the negative impact of job demands on work engagement. The hypothesis was examined using a sample of employees (N = 58) from multiple branches of four international fast-food chains based in Ireland and Taiwan who completed questionnaires focused on personal resources, job demands and work engagement over 7 consecutive workdays (N = 58*7 = 406 occasions). The results support the hypothesis. Theoretical contributions and practical implications are discussed.
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