“Same Same” But Different?: Can Work Engagement Be Discriminated from Job Involvement and Organizational Commitment?

By U. Hallberg, Wilmar B. Schaufeli. 2006

907 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/04187ddc85fd28109f58a9c7fcddfe20561fe4f2

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In Organizational Behavior and Human Resource Management

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Citations in the corpus

What Do We Really Know About Employee Engagement (2014, methodology): “Hallberg and Schaufeli (2006) demonstrated that engagement, job involvement, and organizational commitment are three empirically distinct constructs, and correlations with various antecedents and outcomes provided support for the conceptual uniqueness of work engagement.”
Antecedents of academic performance of university students: academic engagement and psychological capital resources (2019, background): “According to Hallberg and Schaufeli (2006), engagement is a positive state of well-being or fulfillment.”
Beyond Engagement:Toward a Framework and Operational Definition for Employee Work Passion (2009, background): “Not only is there a lack of clarity between consulting firms and the academic community, but there are also inconsistencies within the academic community in regard to the term engagement (Hallberg & Schaufeli, 2006; Harrison, Newman, & Roth, 2006).”
Volunteer Engagement: Does Engagement Predict the Degree of Satisfaction among New Volunteers and the Commitment of Those who have been Active Longer? (2012, result): “These results support the discriminant validity of volunteer engagement and reinforce those obtained by Hallberg and Schaufeli (2006) in samples of workers.”
Personality, self-efficacy and job resources and their associations with employee engagement, affective commitment and turnover intentions (2020, background): “…JD-r; personality; self-efficacy; affective commitment; turnover Intentions CONTACT simon l. albrecht simon.albrecht@deakin.edu.au acknowledged as important indicators of the individual-organization relationship (Bakker et al., 2011; Becker, Klein, & Meyer, 2009; Hallberg & Schaufeli, 2006).”
The relative roles of engagement and embeddedness in predicting job performance and intention to leave (2008, methodology): “Second, previous findings have been based on cross-sectional research (Hallberg & Schaufeli, 2006; Schaufeli & Bakker, 2004); it is quite possible that the longitudinal nature of the present study reduced the relationship between the variables (this is supported somewhat by our finding of lower…”
Employee commitment and well-being: A critical review, theoretical framework and research agenda (2010, background): “…AC and eudaimonic well-being comes from recent studies demonstrating positive relations with engagement (vigor, dedication, and absorption; e.g., Hallberg & Schaufeli, 2006) and positive psychological capital (hope, resilience, optimism, and efficacy; e.g., Luthans, Norman, Avolio, & Avey,…”
How employees’ pro-activity translates high-commitment HRM systems into work engagement: the mediating role of job crafting (2018, background): “For example, it differs from affective organizational commitment since work engagement is focused on the performance of the job, while commitment describes the psychological bond the employee has with the organization (Hallberg & Schaufeli, 2006).”
Individual Factors and Work Outcomes of Employee Engagement (2012, background): “(2007)([10]) and Saks (2006)([11])) that employee engagement could be a strong factor for organizational performance and success, as it seems to have a significant potential to affect employee retention, their loyalty and productivity, and also with some link to customer satisfaction, organizational”
The Job Demands-Resources model: A three-year cross-lagged study of burnout, depression, commitment, and work engagement (2008, result): “Finally, similarly to some previous studies (Hakanen et al., 2006; Hallberg & Schaufeli, 2006), we found positive synchronous correlations between work engagement and health.”