The crossover of work engagement between working couples : a closer look at the role of empathy

By Arnold B. Bakker, Evangelia Demerouti. 2009

242 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/8a68df2a0173cc48e2bb195601e9ce43e36aaca0

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In Gender Studies

In Organizational Behavior and Human Resource Management

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Citations in the corpus

Work engagement versus workaholism : a test of the spillover-crossover model (2013, unknown): “Alternatively, partners are empathetic to the their partner and by taking the perspective of the partner, they also get “infected” by the satisfaction of their partner (Bakker and Demerouti, 2009).”
Spillover and Crossover Effects of Work-Family Conflict among Married and Cohabiting Couples (2018, background): “…an individual’s partner due to a decline in effective couple-level communication or social interaction that results from the work-family conflict the partner experiences (see e.g., Amstad and Semmer 2011; Bakker and Demerouti 2009; Bakker et al. 2008; Matthews et al. 2006; Young et al. 2014).”
Proactivity, job characteristics, and engagement: a longitudinal study (2010, background): “Engagement is defined as a positive work-related state of mind that is characterized by vigor, dedication, and absorption (Bakker and Demerouti, 2009; Schaufeli and Salanova, 2007).”
The trickle-down of work engagement from leader to follower: The roles of optimism and self-efficacy (2018, background): “Taking an interactional perspective, researchers have explored and substantiated the interpersonal transmission of work engagement (Bakker et al., 2011; Bakker & Demerouti, 2009; Bakker & Xanthopoulou, 2009).”
Extrinsic and intrinsic motivation on work engagement in the hospitality industry: Test of motivation crowding theory (2017, background): “That positive energy derived through the right kind of motivation can result in positive organizational performance; engaged employees contribute to their organizations by going above and beyond the effort of their fellow employees (Bakker and Demerouti, 2009).”