**1. Introduction**

Work engagement (WE) is a topic of popular interest in the field of management and industrial and organisational psychology, internationally, as well as in Sub-Saharan African contexts [1–3]. WE is described as a positive, fulfilling work-related state of mind that is characterised by rigor, dedication, and absorption [4]. Previous research on WE reveals that WE decreases levels of occupational stress [5,6] and brings about organisational and financial success [7]. Work engagement refers to an energetic state in which the employees are devoted to excellent performance at work, whilst being confident about their own effectiveness [8]. It relates to work-related outcomes, promoting employee health and well-being [9], productivity and flexibility [10], individual morale, and extra-role and organisational performance [11]. Previous research established that a high-level sense of coherence (SOC) influences employees' perceptions of their leader's behaviour [12], work engagement [13], coping strategies [14], and relate negatively to burnout [15].

This research study probes the moderating effect of coping in the relationship between sense of coherence (SOC), burnout (BO), and work engagement (WE). This article investigates the above-mentioned relationships of COP, SOC, BO, and WE in a developing country setting, particularly in the Democratic Republic of Congo (DRC), where organisations remain comparably ineffective, and need to learn how to cope with the demands of the changing work environment in the context of

WE. This study, therefore, investigates, how employees of a manufacturing organisation in the DRC perceive the COP, SOC, and BO to affect their level of WE.

#### **2. The Democratic Republic of Congo's Work Context**

The DRC is a developing country, with considerable economic potential because of its vast mineral and natural wealth [16]. However, political and economic instability have resulted in high levels of inflation, unemployment, and liquidation of companies, retrenchments, corruption, and the under-development of infrastructure [17]. Security and human rights within workplaces are limited [18], which has resulted in the country ranked below 7% on all six indicators [12], with the lowest scores on government effectiveness, rule of law, political stability, and control of corruption [16]. The country's manufacturing sector lacks basic infrastructure, while employees perceive poor leadership, which impacts production negatively. A previous study by Mitonga-Monga, Coetzee and Cilliers [19] found that EP is predicted by leadership style, SOC, WE and BO. In their study on BO in the DRC, Wolf, Torrente, McCoy, Rasheed and Aber [20] reported that years of experience would influence the association between BO and cumulative risk. Literature and previous research on how COP influences the association between SOC, BO, and WE in the DRC is limited; therefore, hardly any previous research that was done in this context can be presented here. This study aims to fill the void of organisational research in the DRC.

#### **3. Theoretical Background**

#### *3.1. Salutogenesis and Sense of Coherence (SOC)*

Salutogenesis is the science of the development of health [21]. It is based on the SOC, which refers to a global life orientation that expresses the extent to which one has a pervasive, enduring, dynamic feeling of confidence, that one's internal and external environments are structured, both predictably and explicably, and that there is a high probability that tasks can be managed, and are worth managing [21–23].

The three SOC components are defined as follows [21,24,25]: (1) comprehensibility—this refers to the extent to which individuals find or structure their world in order to be understandable, meaningful, orderly and consistent instead of chaotic, random and unpredictable; (2) manageability—this refers to the extent to which individuals experience events in life as situations that are endurable or manageable and, which can even be seen as new challenges; and (3) meaningfulness—this refers to the extent to which one feels that life makes sense on an emotional level and not merely on a cognitive level, and that life's demands are worthy of commitment.

Research on SOC [14,21,22,26–28] has shown this construct to be an important component of individuals' health and well-being. It acts as an effective coping strategy [4,29]. It manifests as a readiness and willingness to utilise resources at their disposal [30] to appraise, understand, and make sense of their complex reality and environment, and to choose appropriate strategies to deal with stressors and anxiety in spite of the adversity [31]. Previous research established that a higher level of COP, a strong SOC, and a low level of BO predict WE and performance [1,4].

For the DRC context, research shows that a high SOC relates positively to high levels of education, high income, and positive social relationships, and inversely correlates with cumulative exposure to violence, depression and PTSD symptoms [32]. Mitonga-Monga and Hlongwane [13] found in subsequent research on SOC in a manufacturing company that high levels of SOC perceptions influenced the relationship between leadership style and WE.

#### *3.2. Burnout (BO)*

BO refers to a persistent, negative work-related state of mind (or syndrome), which is characterised by an array of physical, psychological, and attitudinal symptoms [8,33]. It is a chronic, negative, affective response, with fatigue and emotional exhaustion as major symptoms [34].

The three dimensions of BO are defined as follows [35]: (1) exhaustion refers to the depletion or draining of emotional resources and feelings of being overextended, whilst experiencing distress, a sense of reduced effectiveness, decreased motivation and the development of dysfunctional attitudes and behaviours at work; (2) cynicism refers to interpersonal behaviour that manifests as a negative, callous or excessively detached response to various aspects of the job; and (3) professional efficacy refers to self-evaluation behaviour, which manifests as a feeling of competence, productivity, and achievement at work.

BO develops gradually among individuals who experience crises in their relationships with work, but not necessarily in their relationships at work [33]. It manifests as a persistent, negative, work-related state of mind, which is mediated by self-efficacy beliefs and emotional stability [36]. Researchers have indicated that the development of BO is also characterised by a lack of proper promotion possibilities, policy, and the inability of employees to achieve career goals [19]. Research in the DRC shows that the experience of higher job risks relates to lower motivation and higher BO levels and, therefore, decreased mental well-being [37]. Research in the DRC shows that the experience of higher job risks relates to lower motivation and higher BO levels and, therefore, decreased mental well-being [20]. However, research on BO in industrial work-related contexts are hardly to be found in the DRC. Research in the DRC shows that the experience of higher job risks relates to lower motivation and higher BO levels and, therefore, decreased mental well-being [20]. However, research on BO in industrial work-related contexts are hardly to be found in the DRC. Previous research by Mitonga-Monga, Coetzee, and Cilliers [19] reported that BO related negatively to SOC, EP, and WE.

#### *3.3. Work Engagement (WE)*

WE refers to a positive, fulfilling work-related state of mind [9,38]. Rothman et al. [27] indicate that it is not momentary or specific, but rather a more persistent and pervasive affective-cognitive state that is not focused on a particular object, event, individual, or behaviour. Employees who are strongly engaged in their daily work display intrinsic motivation through dedication to their jobs and are described as persistent and involved in their work [39]. WE has been frequently linked to work-related outcomes, including health and well-being, productivity and reduced turnover, and stress [40]. The three dimensions of WE include [10,41,42]: (1) vigour–refers to high levels of energy and mental resilience while working, as well as a willingness to exert effort and perseverance even during difficult times; (2) dedication–refers to a sense of significance in terms of one's work, feeling enthusiastic, inspired and proud, and viewing one's job as a challenge; and (3) absorption–refers to a satisfactory state of complete emersion in one's work, as well as focused attention, time distortion, loss of self-consciousness, effortless concentration, absolute control and intrinsic enjoyment. WE relates reciprocally to self-efficacy, positive affect and enthusiasm at work [15]. Work engaged employees with a strong SOC are further likely to be involved in decision-making processes and exhibit low levels of BO [40]. Previous study by Mitonga-Monga and Hlongwane [13] indicates that work engaged employees display intrinsic motivation through dedication to their jobs, work persistence, while they focus on their task performance.
