Abstract
Orientation: This study explores the relationship between individual work performance dimensions and work engagement within a South African multinational organisational context. Despite widespread interest in these constructs, their interrelationships remain inadequately explored. Research purpose: The primary aim of this study was to investigate whether task and contextual performance can predict work engagement among employees of a multinational corporation operating in South Africa. Motivation for the study: Existing literature focuses on engagement as an antecedent to performance. This study contributes by investigating the reverse relationship of whether performance components may function as drivers of work engagement. Research approach/design and method: A quantitative cross-sectional approach was followed. Data were collected from 420 employees using convenience sampling. Participants completed the Individual Work Performance Questionnaire and the Utrecht Work Engagement Scale. Data were analysed using correlation and multiple regression to assess relationships between variables. Main findings: Both performance dimensions were positively associated with work engagement. Contextual performance showed a stronger relationship, suggesting behaviours such as cooperation, initiative and supporting colleagues play an important role in fostering engagement. Together, both dimensions explained a meaningful portion of variation in engagement levels. Practical/managerial implications: Organisations should develop performance management systems that recognise and reward both task and contextual performance. Leadership should encourage pro-social behaviours that strengthen social capital and sustain engagement. Contribution/value-add: This study provides empirical evidence from a South African multinational context demonstrating the differential predictive capacity of performance dimensions on engagement, highlighting contextual performance as central to fostering engaged workforces.