The meaning of work: The challenge of regaining employee engagement and reducing cynicism

By S. Cartwright, N. Holmes. 2006

695 citations recorded by the source corpus.

Subfields: Demography, Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/47e42a280bba62441b184fc0476ac889049a86de

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In Demography

In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

Meaningful work, work engagement and organisational commitment (2014, background): “More recently, fulfilment, autonomy, satisfaction, engagement, working relations and learning have been identified as important in a meaningful job (cf. Cartwright & Holmes, 2006; Chalofsky, 2003; Rosso, Dekas & Wrzesniewski, 2010; Seligman, 2008; Steger & Dik, 2010).”
Personality, self-efficacy and job resources and their associations with employee engagement, affective commitment and turnover intentions (2020, background): “engagement and commitment (Christian et al., 2011; Halbesleben, 2010; Judge, Thoresen, Pucik, & Welbourne, 1999; Meyer et al., 2002). Halbesleben’s (2010) meta-analysis, for example, showed self-efficacy has a strong association with engagement.”
Job Burnout and Affective Well-Being: A Longitudinal Study of Burnout and Job Satisfaction Among Public Child Welfare Workers (2015, background): “Work for many individuals provides purpose (Morse & Weiss, 1955), a sense of identity, meaning, feelings of accomplishment, and connectedness to others (Cartwright & Holmes, 2006; Chalofsky, 2003; Kahn, 1974).”
Engaging in Work Even When It Is Meaningless (2013, background): “Because of the consistent link between these two variables, organizations interested in a more energized, fulfilled, and engaged workforce should recognize the meaning and emotional aspects of work (Cartwright & Holmes, 2006).”
Personal Resources and Work Engagement in the Face of Change (2010, background): “Many studies focus on the importance of meaningful work for organizational outcomes (e.g., Chalofsky, 2003; Cartwright & Holmes, 2006; May, Gilson, & Harter, 2004; Wrzesniewski, Dutton, & Debebe, 2003).”
To leave or not to leave: the effects of perceptions of organizational justice on employee turnover intention via employee-organization relationship and employee job engagement (2019, background): “…between employee job engagement and all four dimensions of EOR are found in the organizational science literature: trust and satisfaction (e.g., Cartwright & Holmes, 2006; Harter, Schmidt, & Hayes, 2002); commitment (Walden et al., 2017; Wellins & Concelman, 2005); and control mutuality…”
Gossip in the workplace and the implications for HR management: a study of gossip and its relationship to employee cynicism (2015, background): “Cynicism is often triggered by business practices such as lay-offs and inflated salaries commanded by corporate executives, creating an implicit sense of alienation and frustration towards the organisation may be displayed through cynicism (Andersson & Bateman, 1997; Cartwright & Holmes, 2006).”
A Review of Employee Well-Being and Innovativeness: An Opportunity for a Mutual Benefit (2007, neutral): “For example, work engagement has gained popularity among researchers of work related wellbeing (Maslach, Schaufeli and Leiter, 2001; Schaufeli & Bakker, 2004; Cartwright and Holmes 2006).”