The relative roles of engagement and embeddedness in predicting job performance and intention to leave

By Jonathon R. B. Halbesleben, Anthony R. Wheeler. 2008

982 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/1852a8e399bc3af1dbdeb90da9cdccba30567865

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In Organizational Behavior and Human Resource Management

In Social Psychology

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Citations in the corpus

Self-Oriented, Other-Oriented, and Socially Prescribed Perfectionism in Employees: Relationships with Burnout and Engagement (2010, neutral): “…as well as lower levels of turnover (Attridge, 2009a, 2009b; Bakker, Demerouti, & Verbeke, 2004; De Lange, De Witte, & Notelaers, 2008; Hakanen, Schaufeli, & Ahola, 2008; Halbesleben & Wheeler, 2008; Salanova, Agut, & Peiro, 2005; Schaufeli & Bakker, 2004; Schaufeli, Taris, & van Rhenen, 2008).”
The Effects of Coworker and Perceived Organizational Support on Hotel Employee Outcomes (2012, background): “…intent to leave/voluntary turnover/job performance and explains a significant amount of variance above and beyond a number of variables such as job satisfaction and organizational commitment (Halbesleben & Wheeler, 2008; Mitchell, Holtom, Lee, Sablynski, & Erez, 2001; Tanova & Holtom, 2008).”
The influences of perceived organizational support and motivation on self-initiated expatriates’ organizational and community embeddedness (2017, background): “From the resource perspective (Halbesleben & Wheeler, 2008), organizational embeddedness and community embeddedness describe the resources derived from organizational and community domains that enmesh an individual within a specific organization or a specific community.”
Examining workplace mindfulness and its relations to job performance and turnover intention (2014, background): “Insofar as they are invigorated, dedicated, and absorbed by their work, individuals are likely to exert high levels of effort with the aim of achieving high performance (Halbesleben and Wheeler, 2008).”
Retaining Social Workers: The Role of Quality of Work and Psychosocial Safety Climate for Work Engagement, Job Satisfaction, and Organizational Commitment (2019, background): “…work engagement, job satisfaction, and organizational commitment Research has demonstrated that work engagement, job satisfaction, and organizational commitment are important antecedents for retention (e.g., Cohen, 1992; Halbesleben & Wheeler, 2008; Kim & Kao, 2014; Lambert, Hogan, & Barton, 2001).”
Staying and performing: How human resource management practices increase job embeddedness and performance (2016, methodology): “Control variables We included tenure, gender and educational background as controls as these demographic variables have been found to covary with employee performance (Halbesleben and Wheeler, 2008; Lee et al., 2004).”
Testing a dynamic model of the impact of psychological capital on work engagement and job performance (2018, background): “Work engagement is a positive, fulfilling, affective-motivational state of work-related well-being (Bakker et al., 2008) associated with work performance (e.g. Halbesleben and Wheeler 2008).”
Relating work engagement and workaholism to entrepreneurial performance (2014, background): “Several studies related work engagement to both higher in-role and extra-role performance (e.g. Bakker and Bal, 2010; Bakker and Xanthopoulou, 2009; Halbesleben and Wheeler, 2008).”
The Relationship Between Work Engagement and Performance (2013, background): “Direct Relationship Between Work Engagement and Performance Halbesleben and Wheeler (2008) collected data from 587 employees in the United States who represented a wide variety of industries and occupations.”