Several studies and theories have studied the relation between work engagement and outcomes at work which include turnover intentions and deviant behaviors. Further key aspects related to work engagement, reasons for lack of engagement and the factors from within the organization that are important for increased work engagement have been the research topics in the previous studies. However, no study has been conducted based on two factors, which are work engagement at the level of employee and the organizational factors contributing to the productivity and lack of deviation.
Several studies have been conducted to analyse the impact of employee work engagement on aspects related to HR practices such as job satisfaction, work engagement and productivity. Such studies state that there is positive relation between the work engagement and these aspects. However, Parker & Griffin (2011) argued that the above inference may not always be true and low work engagement does not necessarily mean low level of desired work engagement. There are other resources in work environment provide buffer to compensate for the low level of work engagement.
The present study byShantz, Alfes and Latham primarilyfocus on perceived organizational support (POS) as an organizational resourcethat may make up for a low level of work engagement. This study takes into consideration the resource theory, engagement theory and social exchange theory to complete the research.