Handbook of Employee Engagement

By Simon Albrecht. 2010

156 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/41daf12d01f5fe7cc4d2465e1cab4b97af8d2f77

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In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

Extending the memorable tourism experience construct: an investigation of memories of local food experiences (2019, background): “In addition, a positive spillover is defined as the positive effect that work can have on other domains, thereby benefitting them and improving their functioning in the other domain (Rothbard, 2001), e.g. to promote satisfaction with life (Albrecht, 2010).”
Does work engagement increase person–job fit? The role of job crafting and job insecurity (2014, background): “There are several definitions of engagement (see Albrecht, 2010; Bakker & Leiter, 2010; Macey & Schneider, 2008), however, Schaufeli and Bakker (2010) proposed the following, frequently used definition of work engagement: an active, positive work-related state that is characterized by vigor,…”
Workplace spirituality, mindfulness meditation, and work engagement (2017, background): “Additionally, Albrecht (2010) argued that positive psychology interventions that promote gratitude and nurture social relationships help develop work engagement.”
A theoretical model of the antecedents and outcomes of employee engagement (2014, background): “Perhaps the most widely cited definition of engagement (Albrecht, 2010) is that provided by Shaufeli, Salanova, Gonzalez-Roma, and Bakker (2002), who defined engagement as “a positive, fulfilling, work-related state of mind that is characterized by vigor, dedication, and absorption” (p. 74;…”
Employee engagement: an examination of antecedent and outcome variables (2011, background): “While these and other frameworks (e.g. Albrecht 2010; Harter, Schmidt, and Hayes 2002; Macey and Schneider 2008) offer unique and differing perspectives, Kahn’s framework offers an empirically tested multidimensional motivational framework reflecting latent conditions of an employee’s willingness…”
The nature of employee engagement: rethinking the employee–organization relationship (2017, background): “Employee engagement has recently been introduced as a potentially optimal means of redefining the employee–organization relationship (Albrecht, 2010a; Vigoda-Gadot, Eldor, & Schohat, 2013) because it encapsulates the notion of a coherent expression of energies such as ‘feelings of persistence,…”
Construct Overlap Between Employee Engagement and Job Satisfaction: A Function of Semantic Equivalence? (2015, background): “Much of the literature summarizing developments in employee engagement (e.g., Albrecht 2010; Macey and Schneider 2008; Shuck et al. 2013; Zigarmi et al. 2011) are in agreement with job-attitude advocates when they assert that expressed evaluations or appraisals of work can be divided into three…”
An Evidence-Based Model of Work Engagement (2011, background): “There are several definitions of engagement (see Albrecht, 2010; Bakker & Leiter, 2010), but Schaufeli and Bakker (2004) proposed what is arguably the most often used definition of work engagement: an active, positive work-related state that is characterized by vigor, dedication, and absorption.”
Engage Them to Public Service (2013, background): “It points to the potential of EE as an inclusive concept that can contribute to a better understanding of the management of human capital in many organizations (Albrecht, 2010b).”
Weekly work engagement and flourishing: The role of hindrance and challenge job demands (2013, background): “For example, it has been shown that self-esteem, self-efficacy, locus of control, and the ability to regulate emotions are positive predictors of work engagement (for an overview, see Albrecht, 2010).”