Defining and measuring work engagement : Bringing clarity to the concept

By Wilmar B. Schaufeli, Arnold B. Bakker. 2010

979 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/61749fbf474fef4b61d9567f488f8ead8278841f

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In Organizational Behavior and Human Resource Management

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Citations in the corpus

Principal self-efficacy and work engagement: assessing a Norwegian Principal Self-Efficacy Scale (2011, methodology): “According to Schaufeli and Bakker (2010), there is no universal consensus on how the concept of work engagement should be defined.”
Burnout and work engagement: a thorough investigation of the independency of both constructs. (2010, neutral): “The UWES (Schaufeli & Bakker, 2003, 2010; Schaufeli et al., 2002) has been developed to measure work engagement defined as a positive, fulfilling, work-related state of mind that is characterized by vigor, dedication, and absorption.”
Key questions regarding work engagement (2011, methodology): “Despite no universal agreement on the meaning of work engagement, there is broad consensus on two core dimensions of work engagement—energy and involvement/identification, both of which are included in the Utrecht Work Engagement Scale (UWES; Schaufeli & Bakker, 2010; Schaufeli et al., 2002), the Ol”
Mapping the relationships between high-performance work systems, employee resilience and engagement: a study of the banking industry in China (2019, methodology): “Therefore, in line with Schaufeli and Bakker (2010), both job and personal resources may enhance work engagement.”
The nature of employee engagement: rethinking the employee–organization relationship (2017, background): “…empowerment; psychological contract; discriminant validity CONTACT liat eldor leldor@wharton.upenn.edu Leiter, 2010a; Macey & Schneider, 2008; Schaufeli & Bakker, 2010; Shuck, 2011), scholars are ambivalent as to whether employee engagement is distinct from other constructs related to the…”
Work engagement as a mediator between employee attitudes and outcomes (2013, background): “Much of the academic literature on engagement has concentrated on the identification of engagement measures that reflect a distinct psychological state rather than being definitionally connected to previously identified constructs (e.g. Halbesleben and Wheeler 2008; Macey and Schneider 2008; Macey, ”
Workplace bullying and psychological health at work: The mediating role of satisfaction of needs for autonomy, competence and relatedness (2013, methodology): “The vigour and dedication subscales were used to measure the core dimensions of work engagement (Schaufeli & Bakker, 2010).”
Do transformational leaders enhance their followers' daily work engagement? (2011, background): “Finally, absorption is characterized by being fully concentrated and happily engrossed in one's work, whereby time passes quickly and one has difficulties with detaching from work (Schaufeli & Bakker, 2004, 2010).”
Linking organizational trust with employee engagement: the role of psychological empowerment (2014, methodology): “For the present study, we used the short version of the Utrecht Work Engagement Scale (UWES-9) (Schaufeli, Salanova, Gonzalez-Roma, & Bakker, 2002; Schaufeli & Bakker, 2010), which measures three dimensions of work engagement: vigor, dedication and absorption.”
Emotional demands, emotional labour and occupational outcomes in school principals (2017, background): “Job satisfaction, commonly used as a key indicator of employee wellbeing (Page and VellaBrodrick, 2009), is defined as the positive emotional regard one holds for one’s job (Schaufeli and Bakker, 2010).”
Transformational leadership and work engagement: Exploring the mediating role of structural empowerment (2020, background): “In fact, appropriate feedback promotes learning and support from peers raises the probability of meeting one's work aims (Bakker&Demerouti, 2008; Schaufeli & Bakker, 2010; Schaufeli et al., 2002).”