On the whole,
these approaches might improve the comprehension of the
psychological processes underlying work engagement, but they do
not adequately take reciprocal causation into account (Salanova,
Schaufeli, Xanthopoulou, & Bakker, 2010). In other words, they are
not able to explain the dynamic motivational process that connects
different kinds of resources with engagement, as well as the
development of resources and engagement over time and the
different effects that this could have on personal and organizational
outcomes