Antecedents and Consequences of Work Engagement among Managers and Professionals in Nigeria

Aims: The purpose of this paper is to examine potential antecedents and consequences of work engagement in a sample of male and female managers and professionals employed in various Universities in Nigeria.
Study design: The study adopted the ipso facto research design
Place and Duration: Five Nigerian Universities (University of Lagos, Obafemi Awolowo University, Ile-Ife, Ladoke Akintola University, Ogbomoso, Enugu State University, Enugu and University of Abuja) between January and April 2010.
Methodology: Data were collected from 242 respondents, (60.5 percent response rate) using anonymously completed questionnaires. Engagement was assessed by three scales developed by Schaufeli et al. (2003); vigour, dedication, and absorption. Antecedents included personal demographic and work situation characteristics as well as measures of need for achievement and workaholic behaviours; consequences included measures of work satisfaction and psychological well-being.
Results: The following results were observed. First, both need for achievement and workaholic job behaviour was found to predict all three engagement measures. Second, engagement, particularly dedication, predicts various work outcomes (e.g., job satisfaction, intent to quit). Third, engagement, again, particularly dedication, predicted various psychological well-being outcomes but less strongly than these predicted work outcomes.
Conclusion: Our findings suggest that engagement at work is associated with positive work and individual well-being outcomes and that stable individual difference factors are a major contributor to levels of employee engagement. The respondents in our sample expressed relatively high intentions to quit their current jobs. It is not clear, however, what alternatives they are contemplating, particularly in light of the current world-wide economic downturn and high level of unemployment in the country. Such indication however may only be a pointer to the fact that they are not too satisfied with their job and are only keeping it for lack of another one in the meantime. This raises the issue of whether the relatively young men and women in our sample will have to continue in jobs that they would prefer to change; a reality that likely erodes work engagement. Nigerian Universities therefore may be facing significant challenges as they make efforts to improve levels of employee work engagement. Organizations can increase levels of work engagement by creating supportive work experiences (e.g. control, rewards, and recognition) consistent with effective human resource management (HRM) practices.