The Individual in the Changing Working Life: Enhancing work engagement through the management of human resources

By Wilmar B. Schaufeli, Marisa Salanova. 2008

142 citations recorded by the source corpus.

Subfields: General Health Professions, Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/4148f0acf4b81c2b5815569b67d194e7a77e412c

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In General Health Professions

In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

Transformational and transactional leadership and employee’s entrepreneurial behavior in knowledge–intensive industries (2017, background): “Schaufeli and Salanova (2008) argued that psychological empowerment enhances felt responsibility and flexible role orientations which encourages employees to devote more effort to bring change to the workplace.”
The job demands–resources model and counterproductive work behaviour: The role of job-related affect (2011, methodology): “…leading to stress-related negative outcomes such as burnout, and job resources promote a motivational process leading to positive outcomes such as work engagement (Bakker & Demerouti, 2008; Bakker & Schaufeli, 2008; Bakker, Schaufeli, Leiter, & Taris, 2008; Schaufeli & Salanova, 2007, 2008).”
A diary study on the happy worker: How job resources relate to positive emotions and personal resources (2012, background): “…that promote job redesign (autonomy), introducing coaching programmes (supervisory coaching), and team building (psychological climate of cooperation and warmth) are likely to increase employees’ positive emotions (see also Schaufeli & Salanova, 2008) and consequently their personal resources.”
The Individual “Costs” of Workaholism: An Analysis Based on Multisource and Prospective Data (2018, background): “However, if exposure to high demands is chronic, as it is the case for many jobs in the modern economy (see Näswall et al., 2008), the adopted coping strategy (i.e., working excessively) does not work because new unfinished tasks will follow, which will fuel new work-related rumination.”
Linking leadership styles to work engagement: The role of psychological capital among Chinese knowledge workers (2018, background): “As one of the most valuable organizational variables (Leiter and Bakker, 2010; Schaufeli and Salanova, 2008), employees’ work engagement has been demonstrated to positively predict their work performance and innovation (Mone and London, 2010; Park et al., 2014).”
A three-wave study of job resources, self-efficacy, and work engagement among Italian schoolteachers (2011, methodology): “Because previous studies had found relationships between demographic variables and work engagement (Schaufeli & Salanova, 2008), we controlled for these effects in further analyses by including gender and job tenure in the structural model.”
Work Engagement. What Do We Know and Where Do We Go (2012, methodology): “The possible consequences of engagement pertain to positive job-related attitudes, health and well-being, extrarole behavior, and job performance (for overviews see: Schaufeli & Salanova, 2008; Christian et al., 2011; Halbesleben, 2010).”
Extrinsic and intrinsic motivation on work engagement in the hospitality industry: Test of motivation crowding theory (2017, background): “Moreover, engaged employees help increase business revenue, reduce expenses such as labor costs (Swanberg et al., 2011), increase employee retention rates (Schaufeli and Salanova, 2008), and improve overall employee job satisfaction (Saks, 2006) and work performance (Salanova et al., 2005).”
Job embeddedness, work engagement and turnover intention of staff in a higher education institution: An exploratory study (2013, background): “Embeddedness and engagement can be promoted through training programmes that target both organisational health and individual well-being so that a positive emotional climate is created in the workplace (Schaufeli & Salanova, 2008).”