How changes in job demands and resources predict burnout, work engagement, and sickness absenteeism

By Wilmar B. Schaufeli, Arnold B. Bakker, W. van Rhenen. 2009

2,146 citations recorded by the source corpus.

Subfields: General Health Professions, Organizational Behavior and Human Resource Management, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/31196a45f1e51f58312eb0007197341a04149a7d

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In General Health Professions

In Organizational Behavior and Human Resource Management

In Sociology and Political Science

Citations in the corpus

The Buffering Effect of Perceived Organizational Support on the Relationship Between Work Engagement and Behavioral Outcomes (2016, background): “Although there are exceptions (e.g., Schaufeli et al., 2009), most research on the outcomes of engagement have used cross sectional designs.”
Self-Efficacy and Workaholism as Initiators of the Job Demands-Resources Model. (2012, methodology): “Workaholism was assessed with a short version of the Dutch Work Addiction Scale (Schaufeli et al., 2009c). For the Italian version, a standard translation-back translation procedure was used as recommended by Brislin et al. (1973). The scale includes two dimensions:”
Work engagement: An emerging concept in occupational health psychology (2008, positive): “What we know about work engagement Previous research on work engagement has primarily used the well-validated UWES, and focused on the predictors of work engagement (job and personal resources), outcomes (performance), and differences from related concepts (e.g., workaholism, and organizational comm”
Leader-member exchange, work engagement, and job performance (2015, background): “Research shows that engaged employees also have a better health and are absent less often (Demerouti et al., 2001; Schaufeli et al., 2009).”
What makes employees engaged with their work? The role of self-efficacy and employee’s perceptions of social context over time (2016, result): “Based on previous studies supporting that it is not only the level but also the “increase” in job resources that predict work engagement one year later (Barbier et al., 2013; Schaufeli et al., 2009), we assume that increases in positive PoSC as a whole will likely lead to higher employee engagement.”
Creativity and charisma among female leaders: the role of resources and work engagement (2013, background): “In addition, opportunities for professional development have been found as an important antecedent of work engagement in several studies (e.g. Xanthopoulou, Bakker, Demerouti and Schaufeli 2007, 2009b; Schaufeli et al. 2009; Bakker and Bal 2010).”