Work Engagement Under Pressure: The Role of Compassion Fatigue and Organizational Resources in Residential Child Care

Abstract

Purpose: Drawing on an Italian study conducted in residential care for children (RCC) and guided by the Job Demands-Resources Model, this research examines how work engagement (WE) among staff operates under pressure from demanding working conditions and compassion fatigue (CF). We aimed to explore the balance between organizational resources (teamwork, supervision, training) and job demands (BO, and STS) in shaping WE levels, unlike prior studies viewing WE as an antecedent of CF, this study tests the reverse, whether CF predicts WE. Consistent with the JD–R model, we hypothesized that organizational resources would positively predict WE, whereas BO and STS would negatively predict it (H1). We also expected that STS would affect WE indirectly through BO, with the overall STS–WE effect being primarily indirect once BO was considered (H2). Method: Data were collected through a customized anonymous online survey with 243 RCC staff members across Italy. Descriptive statistics, regression, and path analysis were employed for data analysis. Results: RCC staff reported high work engagement (WE) alongside elevated compassion fatigue (CF), suggesting that engagement is sustained under significant emotional pressure. Relative to normative data from similar professional populations, both WE and CF scores were well above average. WE was positively associated with teamwork quality and negatively influenced by burnout (BO) and secondary traumatic stress (STS), with STS indirectly reducing WE through increased BO. Discussion: The study highlights how, even in contexts of intense emotional strain and CF, RCC staff maintain high WE, though this engagement operates under considerable pressure. These findings identify key job demands and resources that affect WE and suggest targeted strategies to support staff wellbeing, enhance job retention, and sustain motivation in such care environments.