Does Salient Future Necessarily Lead to Work Engagement? Qualitative Comparative Study from a Systematic Perspective

Abstract

Abstract: Employees’ work engagement has been a research focus in the field of management, and it can be affected by a variety of factors, including future work self, perceived organizational support, etc. But how do these factors jointly lead to work engagement? This is a matter of concern to researchers and managers recently. On the basis of literature research, this paper collects data through questionnaires and uses fuzzy set qualitative comparative analysis to analyze the factors that influence the work engagement. Finally, this study gets six equivalent configurations, and divides them into three categories: For employees with proactive personality, enterprises can improve their work engagement by shaping salient future work selves; for employees without proactive personality, enterprises can stimulate their work engagement by shaping employees’ salient future work selves and shared values; for employees who are not clear about their future work selves, enterprises can improve their engagement by building shared values and meeting employees’ self-actualization needs.

Key words: work engagement, future work self, qualitative comparative analysis

Yang Yang, Su Yingying, Li Zhongqiu, Liu Baowei. Does Salient Future Necessarily Lead to Work Engagement? Qualitative Comparative Study from a Systematic Perspective[J]. Management Review, 2022, 34(1): 191-204.

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