Article first published online: 9 MAY 2013
Copyright © 2013 John Wiley & Sons, Ltd.
Journal of Organizational Behavior
Volume 35, Issue 3, pages 301–317, April 2014
How to Cite
Biggs, A., Brough, P. and Barbour, J. P. (2014), Strategic alignment with organizational priorities and work engagement: A multi-wave analysis. J. Organiz. Behav., 35: 301–317. doi: 10.1002/job.1866
- Issue published online: 25 MAR 2014
- Article first published online: 9 MAY 2013
- Manuscript Accepted: 13 MAR 2013
- Manuscript Revised: 3 MAR 2013
- Manuscript Received: 17 JAN 2012
- work engagement;
- job resources;
- strategic alignment;
- reciprocal effects
This study advances the limited research on work alignment and work engagement by investigating how perceived alignment of job tasks and organizational strategic priorities (strategic alignment) influences work engagement. Measures of job control and work social support were also included to enable comparisons between strategic alignment and other well-established job resources. A total of 1011 employees of an Australian state police service responded to three electronic, self-report surveys. A reciprocal model was assessed over three waves of data, with varying time lags: 18 (Time 1 to Time 2), 12 (Time 2 to Time 3), and 30 months (Time 1 to Time 3). Longitudinal, reciprocal relationships were observed for work engagement and job control, strategic alignment, and colleague support. Work engagement also predicted supervisor support over time (reverse effect). This study demonstrated that, in addition to job resources, perceived alignment of job tasks and organizational priorities plays an important role in maintaining high levels of work engagement over time. Copyright © 2013 John Wiley & Sons, Ltd.