INTERNATIONAL JOURNAL OF BUSINESS,

INTERNATIONAL JOURNAL OF BUSINESS, 19(2), 2014 195
demonstration of personal ideas, higher attendance and lower turnover rates, improved health and security, proactive behavior and learning motivation. Likewise, Saks (2006) conducted an important study among 102 employees working in a variety of jobs and organizations in Canada to test a model of the antecedents and consequences of a job engagement and organizational engagement based. The study found that employee engagement represents a mediating role in the relationship between the precursor (job characteristics, perceived organization support, perceived supervisor support, rewards and recognition, procedural justice, and distributive justice) and consequences of engagement (job satisfaction, organizational commitment, intention to quit, and organizational citizenship and behavior). Moreover, Brown and Leigh (1996) concluded that an environment perceived as psychologically safe and meaningful by employees usually leads to increase job involvement and commitment of time and energy into the work of the organization. In addition, they found that psychological climate has been linked to the cognitive and affective states of job satisfaction, commitment, and motivation. Hakanen et al. (2008) set out to test the motivational and health impairment processes as proposed in the Job Demands-Resources (JDR) model, and to examine the extent home resources and home demands may influence both processes over a certain period. The study found that job resources impact on future work engagement ultimately leads to organizational commitment, as compared to job demands which foretell burnout within a certain period that eventually lead to predicted prediction of future depression.
Additional evidences also were found in the literature concerning the influences of employee engagement and organizational commitment, since engagement conceptualized as the opposite of (Maslach et al., 2001; Gonzalez-Roma et al., 2006). For example, Maslach et al. (2001) seek to provide a serious analysis of the past 25 years of literature on job burnout. The analysis revealed six areas of work-life that may either lead to engagement: workload, control, rewards and recognition, community and social support, perceived fairness, and values. They found that a sustainable workload, feelings of choice and control, appropriate recognition and reward, a supportive work community, fairness and justice, and meaningful and valued work can contribute positively to work engagement. Furthermore, they concluded that engagement is mediating the six work-life factors and various work outcomes such as performance commitment, satisfaction, and job tenure.
Similarly, Hakanen et al. (2006) investigated the ability of being exhausted to mediate the relationship between job stress and sick health, and also to examine the mediating role of engagement on the relationship between job resources and organizational commitment. They found that burnout mediated the effect of high job demands on ill health while work engagement mediated the effects of job resources on organizational commitment. Correspondingly, Llorens et al. (2006) examined the mediating role of burnout and engagement on the relationship between job resource and job demands and organizational commitment among two convenience samples of Spanish and Dutch employees. The result showed that burnout is fully mediating the relationship between job demands and commitment in the Dutch sample and plays a partial mediating role in the Spanish sample. Moreover, instead of a full mediator, engagement is a partial mediator in the relationship between job resources and organizational commitment.