The purpose of this assignment is to go deeper into what it is that creates job engagement.There are many variables, but it has been chosen to look more closely at social support andits significance. The framework and the JD-R model are explanatory in the mechanisms thatarise, where social support is in itself a job resource. Job resources in the workplace have astrong correlation to the experience of job engagement (Schauffeli & Bakker, 2004).This is a quantitative study and was conducted as a survey. A small Norwegianmunicipality has been investigated in connection with this. The questionnaire goes in depthon theoretically justified basic variables and questions produced against social support.Furthermore, the well-known (UWES) questionnaire to be able to measure job commitmenthas been used (Schaufeli & Bakker, 2004). This was then discussed against theory around thetopic.The study may point to a cautious covariation between social support and jobengagement. This with trust from the manager, which is a subscale to social support, provedto be most important in relation to the experience of job commitment. Employees who werefollowed up and actually had employee interviews with their manager pointed out positivelythe seniority in the company and the experience of social support and trust from themanager.This is an important area to study in more detail in the future. Seeing the importanceof social support in the workplace, what positive effects it has for the individual and theorganization as a whole. Companies that choose to prioritize this will have efficientemployees and financial gains. Employee interviews and follow-up in the public sector willbe important in the future, as greater demands are placed on the municipality of Norway(NOU 2016: 4).