Does Personality Matter? A Review of Individual Differences in Occupational Well-Being

By Anne Mäkikangas, T. Feldt, Ulla Kinnunen *, S. Mauno. 2013

96 citations recorded by the source corpus.

Subfields: Clinical Psychology, Experimental and Cognitive Psychology, Social Psychology

View Paper: https://www.semanticscholar.org/paper/5ed614a1b1cd653a36ac35f8f62f3be736be7ae2

How researchers see this paper

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

In Clinical Psychology

1. Marjan Gorgievski
2. Arnold B. Bakker
3. Andrew Marty
4. Hongmei Shen
5. Simon Albrecht
6. Evangelia Demerouti
7. Daantje Derks
8. M. Tims

In Experimental and Cognitive Psychology

1. Andrew Marty
2. J. Gawke
3. Marjan Gorgievski
4. Arnold B. Bakker
5. Simon Albrecht
6. Evangelia Demerouti

In Social Psychology

1. Simon Albrecht
2. Andrew Marty
3. Marjan Gorgievski
4. Arnold B. Bakker
5. J. Gawke
6. Hua Jiang
7. Hongmei Shen
8. Wilmar B. Schaufeli

Citations in the corpus

• Work engagement: current trends (2018, background): “The review by Mäkikangas et al. (2013) has shown that the classic Big Five factors, particularly extraversion, emotional stability, and conscientiousness, were able to predict unique variance in work engagement.”
• Employee intrapreneurship and work engagement: A latent change score approach (2017, background): “Personal resources have been reasoned to influence the way individuals perceive and interact with the environment (Mäkikangas et al., 2013) in such a way that they buffer the effects of external events on individual well-being (Gorgievski et al., 2005).”
• Burnout and Work Engagement: The JD–R Approach (2014, unknown): “In general, the findings of Mäkikangas et al. (2013) are consistent with and expand two previous meta-analyses that included only a few individual factors.”
• Toward a Relational Theory of Employee Engagement: Understanding Authenticity, Transparency, and Employee Behaviors (2020, background): “More investigation into individual employees’ personal resources, such as their self-efficacy, optimism, and resiliency, provides an alternative approach to further understanding employee engagement in the workforce (Mäkikangas et al., 2013).”
• Personality, self-efficacy and job resources and their associations with employee engagement, affective commitment and turnover intentions (2020, background): “Researchers have argued on theoretical and practical grounds that it is important to determine the extent to which employee psychological attachment to work is determined by personal and context factors (Christian et al., 2011; Halbesleben, 2010; Mäkikangas et al., 2013).”