Workaholism Components, Job Satisfaction, and Career Progress1

By R. Burke. 2001

116 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/7312116b949fe14c3346726e242bf2f1c715805d

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Citations in the corpus

Heavy work investment: Its motivational make-up and outcomes (2013, background): “Worse still, workaholic employees do not receive more rewards for their efforts than others (Burke, 2001).”
Job Characteristics and Job Satisfaction: Understanding the Role of Enterprise Resource (2010, background): “As a result, those knowledge workers may experience job stress associated with the new task demands (variety) causing their job satisfaction to be low (e.g., Burke 2001; Konradt et al. 2003; LaRocco et al. 1980; Singh et al. 1996; Xie and Johns 1995).”
Self-esteem during university studies predicts career characteristics 10 years later (2007, background): “…life is not only reflected in career characteristics but also in several evaluative components of work, such as work-related satisfaction and engagement on the one hand, and burnout (Schaufeli, Maslach, & Marek, 1993) and workaholism (Burke, 2001; Taris, Schaufeli, & Verhoeven, 2005) on the other.”
Workaholism, Burnout, and Work Engagement: Three of a Kind or Three Different Kinds of Employee Well‐being? (2008, background): “It seems that workaholics might be working harder than others but do not receive more rewards for their efforts (Burke, 2001).”
Workaholism and work engagement: how are they similar? How are they different? A systematic review and meta-analysis (2019, background): “workaholism can manifest in positive ways, especially from the perspective of a worker’s superiors (Burke, 2001; Friedman & Lobel, 2003; Ng et al., 2007): managers may have an interest in promoting excessive working among employees, establishing a reward system that favours workaholic behaviour.”
Work engagement and workaholism: comparing the self-employed and salaried employees (2010, background): “In contrast, Burke (2001) found some indirect evidence suggesting that workaholics do not perform particularly well: workaholic behaviors were not associated with salary increases.”
Spiritual Leadership as a Paradigm for Organizational Transformation and Recovery from Extended Work Hours Cultures (2009, background): “(Burke, 2001, p. 235).’’”
PERSONALITY CORRELATES OF WORKAHOLISM (2006, background): “…include personal demographic characteristics (Burke, 1999a; Spence & Robbins, 1992), work situation characteristics (Burke, 1999a; Spence & Robbins, 1992), feelings of inadequacy and needs to prove oneself (Burke, 1999b; Robinson, 1998), and workplace values (Burke, 2001a; Schaef & Fassel, 1988).”
All Work and No Play? A Meta-Analytic Examination of the Correlates and Outcomes of Workaholism (2016, background): “Workaholics have a tendency to make their work more difficult and complicated than necessary (Schaufeli, Bakker, van der Heijden, & Prins, 2009b), are reluctant to delegate work (Burke, 2001b), and make unnecessary attempts to create more work for themselves (Machlowitz, 1980).”
Driven to Work and Enjoyment of Work (2012, background): “The results of their research link enjoyment of work to reduced stress and enhanced emotional well-being and to more favorable attitudes toward colleagues, job, and career (Aziz & Zickar, 2006; Burke, 1999, 2001; Burke et al., 2003; Burke et al., 2004; Porter, 2001).”