To be engaged or not to be engaged: The antecedents and consequences of service employee engagement

Bulent Menguc, Seigyoung Auh, Michelle Fisher, Abeer Haddad

    Research output: Contribution to journalArticlepeer-review

    174 Scopus citations


    Drawing on the Job Demand-Resource (JD-R) model, this study explores the antecedents and consequences of service employee engagement. The model examines the main effect of resources (autonomy, feedback, and support) on engagement and how the interaction among resources impacts engagement. Further, the model also examines the mediating role of engagement in linking resources to customers' perceived level of service employee performance. The study uses multi-level modeling on data from 482 service employees and customers in 66 retail stores. Results suggest that supervisory feedback is positively related to engagement while supervisory support is not. More engagement is related to more positive service employee performance. Regarding the interactions, supervisory support had a positive effect while supervisory feedback had a negative effect on engagement at high levels of perceived autonomy. Also, engagement was a full mediator between supervisory feedback and service employee performance. Implications for retail service management are discussed.

    Original languageEnglish (US)
    Pages (from-to)2163-2170
    Number of pages8
    JournalJournal of Business Research
    Issue number11
    StatePublished - Nov 2013


    • Employee engagement
    • Job Demand-Resources (JD-R) model
    • Perceived autonomy
    • Service employee performance
    • Supervisory feedback
    • Supervisory support

    ASJC Scopus subject areas

    • Marketing


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