Antecedents and consequences of employee engagement

By A. Saks. 2006

5,860 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/4d327ea05f5d9970e5ab434fb9ea2edf9554d7bc

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In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

Employee engagement: an examination of antecedent and outcome variables (2011, methodology): “…commitment emphasizes the emotional connection employees have with their work and closely parallels the emotive qualities of engagement (Macey and Schneider 2008; Saks 2006), including such conditions as meaningfulness and safety, directly paralleling Kahn’s (1990) conditions of engagement.”
Burnout and Work Engagement Among Cabin Crew: Antecedents and Consequences (2012, background): “Saks (2006) claimed that burnout positively relates to employees' health problem and turnover rate, yet work engagement negatively relates to both.”
How are women's glass ceiling beliefs related to career success? (2012, result): “(Gallup Consulting, 2009; Saks, 2006).”
Work engagement, psychological contract breach and job satisfaction (2014, background): “Engaged employees are more likely to stay with their organizations (Schaufeli and Bakker 2004; Hakanen, Bakker and Schaufeli 2006; Saks 2006; Bakker and Demerouti 2008; Halbesleben and Wheeler 2008), and a disengaged workforce might increase the costs associated with higher turnover, lower productiv”
Do new ways of working increase work engagement (2018, background): “Saks (2006) finds that employee engagement, which Schaufeli et al. (2002, p. 74) characterize as having a “positive, fulfilling, work-related state of mind characterized by vigor, dedication, and absorption,” is enhanced by jobs that offer challenging work and variety, that allow for the use of a…”
Antecedents and consequences of work-family enrichment among Indian managers (2009, methodology): “An additive approach was used following the line of Saks (2006) , Kuehn and Al-Busaidi (2002) and Judge, Bono, and Locke (2000) to calculate the overall score on job characteristics.”
Organizational Citizenship Behavior Role in Mediating the Effect of Transformational Leadership, Job Satisfaction on Employee Performance: Studies in PT Bank Syariah Mandiri Malang East Java (2013, background): “Meanwhile, according to Saks (2002) job satisfaction and employee attitudes about job satisfaction can be assessed as a whole or in terms of individual satisfaction.”
Corporate social responsibility and employee engagement: The moderating role of CSR‐specific relative autonomy and individualism (2018, background): “, 2013; Rupp, Shao, Jones, & Liao, 2014), including work engagement (e.g., He, Zhu, & Zheng, 2014; Inoue et al., 2010; Saks, 2006).”
Procedural Justice, Work Engagement, and Job Outcomes: Evidence from Nigeria (2011, background): “In empirical terms, in a study of employees in a variety of jobs and organizations in Canada, Saks (2006) failed to demonstrate a significant positive relationship between procedural justice and job engagement.”
How job characteristics relate to need satisfaction and autonomous motivation: implications for work effort (2013, positive): “Considerable empirical evidence confirms the relationship between job demands and job resources and aspects related to employee well-being, such as job and organization engagement and burnout (Bakker, Demerouti, & Schaufeli, 2003; Saks, 2006; Schaufeli & Bakker, 2004) and behavior such as turnover, ”
Psychosocial work environment, work engagement, and employee commitment: A moderated, mediation model (2020, background): “work engagement (Saks, 2006), wellbeing (Rhoades and Eisenberger, 2002; Parzefall and Salin, 2010), and affective commitment (Kurtessis et al.”