How to Improve Work Engagement

By Wilmar B. Schaufeli, Marisa Salanova. 2010

106 citations recorded by the source corpus.

Subfields: Human Factors and Ergonomics, Management of Technology and Innovation, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/59814c9e380baba5dbe8c87cf9ce113326499cf8

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Human Factors and Ergonomics

In Management of Technology and Innovation

In Organizational Behavior and Human Resource Management

Citations in the corpus

Achieving employee wellbeing in a changing work environment An expert commentary on current scholarship (2012, background): “Despite the compelling evidence regarding the positive consequences of employee engagement and the harmful consequences of employee disengagement (Demerouti and Cropanzano, 2010; Shirom, 2010), a recent review concluded that to date very few field interventions to improve work engagement exist and h”
Work engagement as mediator between job characteristics and positive and negative extra-role behaviors (2012, background): “…feedback and stimulate the same response from colleagues; offering support and being loyal has an important potential to increase wellbeing at work; sharing good news might boost team spirit due to the contagiousness of work engagement (for more details, see Schaufeli and Salanova, 2007, 2010).”
The relative importance of various job resources for work engagement: A concurrent and follow-up dominance analysis (2021, unknown): “It was chosen because acts of kindness are likely to boost positive emotions, self-esteem, and confidence, and also be reciprocated among the giver and the receiver, which all in turn may increase work engagement (Hakanen et al., 2014; Schaufeli & Salanova, 2010).”
Workplace spirituality, mindfulness meditation, and work engagement (2017, background): “Schaufeli and Salanova (2010) stated that understanding one’s strengths and potential leads to sustained happiness or work engagement.”
Work engagement: current trends (2018, background): “Although it is important that research continues to incrementally improve our understanding of the nature, causes, and consequences of engagement, it is also vitally important that the accumulated knowledge about engagement is translated into practical applications aimed at promoting individual, tea”
The effects of employee engagement and self-efficacy on job performance: a longitudinal field study (2018, background): “Studies have previously shown high correlations between self-efficacy and employee engagement (Halbesleben, 2010; Salanova, Peiró, & Schaufeli, 2002; Schaufeli & Salanova, 2010).”
Effects of a Strengths Intervention on General and Work-Related Well-Being: The Mediating Role of Positive Affect (2017, methodology): “Work engagement and burnout represent two related, yet conceptually distinct aspects of work-related well-being (Schaufeli 2014) that can be influenced through targeted workplace interventions (Schaufeli and Salanova 2010; Le Blanc and Schaufeli 2008).”
Work Engagement. What Do We Know and Where Do We Go (2012, methodology): “Organizations may increase employee engagement by using particular HRM-strategies (for overviews, see Bakker, Oerlemans, & Ten Brummelhuis, in press; Schaufeli & Salanova, 2008, 2010).”