Work Engagement Bakker, Arnold B; Leiter, Michael P
2010, 20100405, 2010-03-12, 2010-04-05
eBook
This book provides the most thorough view available on this new and intriguing dimension of workplace psychology, which is the basis of fulfilling, productive work.
The book begins by defining work ...engagement, which has been described as ‘an opposite to burnout,’ following its development into a more complex concept with far reaching implications for work-life. The chapters discuss the sources of work engagement, emphasizing the importance of leadership, organizational structures, and human resource management as factors that may operate to either enhance or inhibit employee’s experience of work. The book considers the implications of work engagement for both the individual employee and the organization as a whole. To address readers’ practical questions, the book provides in-depth coverage of interventions that can enhance employees’ work engagement and improve management techniques.
Based upon the most up-to-date research by the foremost experts in the world, this volume brings together the best knowledge available on work engagement, and will be of great use to academic researchers, upper level students of work and organizational psychology as well as management consultants.
Leiter, Bakker, Work Engagement: State of the Art. Schaufeli, Bakker, Defining and Measuring Work Engagement: Bringing Clarity to the Concept. Sonnentag, Dormann, Demerouti, Not All Days are Created Equal: The Concept of State Work Engagement. Taris, Schaufeli, Shimazu, The Push and Pull of Work: The Differences between Workaholism and Work Engagement. Sweetman, Lutgans, The Power of Positive Psychology: Psychological Capital and Work Engagement. Shirom, Feeling Energetic at Work: On Vigor's Antecendents. Hakanen, Roodt, Using the Job-Demands-Resources Model to Predict Engagement: Analysing a Conceptual Model. Halbesleben, A Meta-analysis of Work Engagement: Relationships with Burnout, Demands, Resources and Consequences. Salanova, Schaufeli, Xanthopoulou, Bakker, The Gain Spiral of Resources and Work Engagement: Sustaining a Positive Worklife. Spreitzer, Lam, Fritz, Engagement and Human Thriving: Complementary Perspectives on Energy and Connections to Work. Demerouti, Cropanzano, From Thought to Action: Employee Work Engagement And Job Performance. Leiter, Maslach, Building Engagement: The Design and Evaluation of Interventions. Bakker, Leiter, Where To Go From Here: Integration and Future Research on Work Engagement.
"This volume is outstanding and absolutely innovative. The recent evolution in the field calls for the publication of a thorough and complete overview, as offered in this volume. This book has the potential to become a landmark text in this new and increasingly important field." - Hans De Witte, Research Group Work, Organisational and Personnel Psychology, Department of Pychology, K.U. Leuven, Belgium
"Work Engagement: A Handbook of Essential Theory and Research provides a comprehensive examination of the work engagement construct. It provides enough background information to serve as an advance primer to the topic area. Yet it also provides enough novel empirical work to be of interest to those already familiar with the topic. I believe it would be a valuable resource for anyone interested in the systematic study and development of work engagement." - David J. Woehr, Professor of Management, The University of Tennessee, Knoxville, USA
"The editors have included the latest thinking and research findings in this collection. This volume is timely, research based, links well with emerging concepts in positive psychology, includes new concepts such as state work engagement and vigor, and offers practical applications for those committed to making workplaces more effective. A must read for anyone interested in the current state of our understanding of work engagement" – Ronald J. Burke, Professor of Organizational Behaviour, Sculick School of Business, York University, Canada
"This is an excellent collection of chapters on the topic of work engagement, written by the European and US leaders in the area. It offers thoughtful and fascinating perspectives on a topic of great interest to all who care about creating or working in healthy workplaces. Overall, this book provides an excellent review of knowledge on the fundamental topic of work engagement ." – Michael West, Aston Business School, UK
Arnold B. Bakker is full professor at the Department of Work and Organizational Psychology at Erasmus University Rotterdam, The Netherlands. His research interests include positive organizational behavior (e.g., flow and engagement at work, performance), burnout, crossover of work-related emotions, and serious games on organizational phenomena.
Michael P. Leiter is Canada Research Chair in Organizational Health and Professor of Psychology at Acadia University and Director of the Center for Organizational Research & Development that applies high quality research methods to human resource issues. He is actively involved as a consultant on occupational issues in Canada, the USA, and Europe.
This article uses job demands–resources theory to build a model of public service motivation (PSM). Public service motivation determines how employees in the public sector deal with their daily job ...demands and resources. Highly motivated public servants are able to deal with their job demands and prevent exhaustion. Additionally, because of their sense of calling, they are motivated to mobilize their job resources to stay engaged and perform well. However, if job demands are consistently high and job resources are consistently low, highly motivated public servants will lose their psychological resources, resulting in lower PSM. Reduced PSM, as a consequence, may strengthen the loss cycle of job demands and exhaustion and weaken the gain cycle of job resources and engagement. Public service managers and employees may use this model to optimize their work environment on a day-to-day basis.
An Evidence-Based Model of Work Engagement Bakker, Arnold B.
Current directions in psychological science : a journal of the American Psychological Society,
08/2011, Volume:
20, Issue:
4
Journal Article
Peer reviewed
Employees who are engaged in their work are fully connected with their work roles. They are bursting with energy, dedicated to their work, and immersed in their work activities. This article presents ...an overview of the concept of work engagement. I discuss the antecedents and consequences of engagement. The review shows that job and personal resources are the main predictors of engagement. These resources gain their salience in the context of high job demands. Engaged workers are more open to new information, more productive, and more willing to go the extra mile. Moreover, engaged workers proactively change their work environment in order to stay engaged. The findings of previous studies are integrated in an overall model that can be used to develop work engagement and advance job performance in today's workplace.
Job demands–resources theory Bakker, Arnold B.; Demerouti, Evangelia
Journal of occupational health psychology,
07/2017, Volume:
22, Issue:
3
Journal Article
Peer reviewed
The job demands−resources (JD-R) model was introduced in the international literature 15 years ago (Demerouti, Bakker, Nachreiner, & Schaufeli, 2001). The model has been applied in thousands of ...organizations and has inspired hundreds of empirical articles, including 1 of the most downloaded articles of the Journal of Occupational Health Psychology (Bakker, Demerouti, & Euwema, 2005). This article provides evidence for the buffering role of various job resources on the impact of various job demands on burnout. In the present article, we look back on the first 10 years of the JD-R model (2001-2010), and discuss how the model matured into JD-R theory (2011-2016). Moreover, we look at the future of the theory and outline which new issues in JD-R theory are worthwhile of investigation. We also discuss practical applications. It is our hope that JD-R theory will continue to inspire researchers and practitioners who want to promote employee well-being and effective organizational functioning.
Full text
Available for:
CEKLJ, FFLJ, NUK, ODKLJ, PEFLJ
Purpose
– The purpose of this paper is to examine whether job crafting and work enjoyment could explain the well-established relationship between self-efficacy and job performance. The authors ...hypothesized that employees would be most likely to engage in proactive job crafting behaviors on the days when they feel most self-efficacious. Daily job crafting, in turn, was expected to relate to daily performance through daily work enjoyment.
Design/methodology/approach
– A daily diary study was conducted among a heterogeneous sample of employees (N=47, days=215). Participants completed the survey on five consecutive days.
Findings
– The results of multilevel structural equation modeling analyses were generally in line with the hypotheses. Specifically, results indicated that employees who felt more self-efficacious on a given day were more likely to mobilize their job resources on that day. Daily job crafting, in turn, was positively correlated to work enjoyment and indirectly associated with performance. Participants reported elevated levels of performance on the days on which they enjoyed their work most.
Research limitations/implications
– Self-reports were used to assess all constructs, which may result in common method bias. However, within-person correlations were moderate, and a two-level CFA indicated that a one-factor model could not account for all the variance in the data.
Originality/value
– The findings of this study underscore the importance of daily proactive behavior for employee and organizational outcomes.
Although scholars imply that job crafting contributes to person–job fit and meaningful work, to date, no study examined the relationships between these variables. The present three-wave weekbook ...study was designed to gain more knowledge about the influence of job crafting on person–job fit and meaningfulness. We collected data among a heterogeneous group of employees (N=114) during three consecutive weeks (N=430 occasions). At the end of their working week, employees reported their job crafting behaviors, their person–job fit (demands–abilities fit and needs–supplies fit), and the meaningfulness of their work that week. Results indicated that individuals who crafted their job by increasing their job resources (e.g., support, autonomy) and challenging job demands (e.g., participate in new projects), and by decreasing their hindering job demands (e.g., less emotional job demands) reported higher levels of person–job fit the next week. In turn, demands–abilities fit related to more meaningfulness in the final week. No support was found for alternative causal models. These findings suggest that by crafting their job demands and job resources, individuals can proactively optimize their person–job fit and as a consequence experience their work as meaningful.
•Longitudinal study testing relationships among job crafting, fit and meaningful work•Results show that job crafting predicts person–job fit in the next week.•Moreover, person–job fit in turn predicts meaningful work the following week.•Person–job fit is assessed with demands–abilities fit and needs–supplies fit.•Job crafting indirectly relates to meaningful work via demands–abilities fit only.
Background: High job demands and low job resources may cause job strain and eventually result in burnout. However, previous research has generally ignored the roles of time and self-regulation.
...Objectives: This theoretical article synthesizes the literature to propose a multilevel model that delineates how acute job strain translates into enduring and severe job burnout.
Methods: We integrate self-regulation perspectives in job demands-resources (JD-R) theory to propose that short-term job strain and eventually enduring burnout is the result of consistently high job demands and low job resources - combined with failed self-regulation.
Results: The model shows that when employees are confronted with increased job strain, they are more likely to use maladaptive self-regulation strategies, such as coping inflexibility and self-undermining. In addition, when job strain increases, employees are less likely to use adaptive self-regulation strategies, such as job stress recovery and job crafting. It follows that when the job becomes more stressful, stable resources become more important. Organizational resources such as human resource practices and healthy leadership may help employees to regulate their short-term fatigue and avoid enduring burnout. Furthermore, key personal resources like emotional intelligence and proactive personality may help employees to recognize and regulate their fatigue in an effective way.
Conclusion: The proposed model of burnout expands JD-R theory and offers important practical implications for the prevention and reduction of burnout.
Job Demands-Resources Theory: Ten Years Later Bakker, Arnold B; Demerouti, Evangelia; Sanz-Vergel, Ana
Annual review of organizational psychology and organizational behavior,
01/2023, Volume:
10, Issue:
1
Journal Article
Peer reviewed
Open access
Burnout refers to a work-related state of exhaustion and a sense of cynicism. In contrast, work engagement is a positive motivational state of vigor, dedication, and absorption. In this article, we ...discuss the concepts of burnout and work engagement and review their antecedents and consequences. We look back at our inaugural Annual Reviews article (
Bakker et al. 2014
) and highlight new empirical findings and theoretical innovations in relationship to job demands-resources (JD-R) theory. We discuss four major innovations of the past decade, namely (
a
) the person × situation approach of JD-R, (
b
) multilevel JD-R theory, (
c
) new proactive approaches in JD-R theory, and (
d
) the work-home resources model. After discussing practical implications, we elaborate on more opportunities for future research, including JD-R interventions, team-level approaches, and demands and resources from other life domains.
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