Work Engagement. What Do We Know and Where Do We Go

By Wilmar B. Schaufeli. 2012

387 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/7f9e9620a2d9f734a9880093ef9df70e17ba30ca

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Citations in the corpus

Do job resources affect work engagement via psychological empowerment? A mediation analysis (2013, background): “Early studies on engagement were focused on its associations with job characteristics and health outcomes (Schaufeli, 2012).”
Do new ways of working increase work engagement (2018, background): “Our finding that management of output is the only NWW facet that directly impacts employee work engagement, without being mediated, underscores that providing workers with more autonomy is a very effective way to increase their engagement (Schaufeli, 2012; De Spiegelaere et al., 2016).”
Basic psychological need satisfaction mediates the relationship between engaging leadership and work engagement: A cross‐national study (2019, background): “First of all, it confirms Schaufeli's (2015) assumption about the mediating role of BNS at work as the underlying mechanism that might explain why engaging leadership might lead to work engagement.”
Exploring Organizational Alignment-Employee Engagement Linkages and Impact on Individual Performance (2015, background): “Schaufeli (2012) lamented that understanding those conditions that nurture a culture of engagement could be a significant starting point—and presently, is woefully an underdeveloped area of study.”
The influence of prosocial motivation and civility on work engagement:The mediating role of thriving at work (2018, background): “Prosocial behavior is expected to generate a helpful social environment that promotes cooperation and information sharing (Schaufeli, 2012).”
Why resilient workers perform better: The roles of job satisfaction and work engagement (2018, unknown): “It has a beneficial effect on employees and organizations, as it is positively related to employees’ job satisfaction (Saks, 2006; Schaufeli, 2011), health (Schaufeli, 2011), organizational commitment (Saks, 2006; Simpson, 2009), and task and contextual performance (Bakker & Bal, 2010; Bakker &…”
The influence of perceived organizational support on employee creativity: The mediating role of work engagement (2021, background): “Arguably, then, WE can be improved in the UK sample through better job design, training programs and job rotation that could result in higher levels of engagement (Schaufeli, 2012).”