Engagement and “Job Crafting”: Engaged Employees Create their Own Great Place to Work

By Arnold B. Bakker. 2010

108 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/8a6b29cc5cdf7191df913390db77280285004a57

How researchers see this paper

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

In Organizational Behavior and Human Resource Management

Citations in the corpus

Work engagement: Further reflections on the state of play (2011, unknown): “Combining person–environment fit theory (Edwards, 2008) with JD-R theory (Bakker, 2010; Bakker & Demerouti, 2008), we argue that a misfit between the person and the environment will result in tension and foster the inclination to change the work environment.”
Basic psychological need satisfaction mediates the relationship between engaging leadership and work engagement: A cross‐national study (2019, methodology): “In addition to that, a diary study by Mäkikangas, Bakker, and Schaufeli (2017) has found that the connecting aspect of engaging leadership also encourages the job-crafting behavior of teams.”
Job crafting and its impact on work engagement and job satisfaction in mining and manufacturing (2016, background): “Employees who experience work engagement have been shown to create their own great places to work (Bakker, 2010).”
Does work engagement increase person–job fit? The role of job crafting and job insecurity (2014, background): “, 2010; Xanthopoulou, Bakker, Demerouti, & Schaufeli, 2009). Employees are not merely passive recipients of their work environments; they tend to take active actions, build valued resources, and create their preferred workplace (Bakker, 2010). Recently, Bakker et al. (2011) recommended that person–e”
Effective and sustained proactivity in the workplace: A self-determination theory perspective (2014, background): “They actively seek out environments that match their values and interests (Parker & Collins, 2010) or shape their environment according to their needs and preferences (Bakker, 2010; Tims & Bakker, 2010; Wrzesniewski & Dutton, 2001).”
Relating work engagement and workaholism to entrepreneurial performance (2014, background): “However, the compulsive element or, “the sting of workaholism”, would at the same time counterbalance the positive effect of hard work (Gorgievski and Bakker, 2010; Gorgievski et al., 2010a; Wijhe et al., 2011).”
The Job Demands-Resources model: challenges for future research (2011, background): “This represents the so-called coping hypothesis (Bakker, Hakanen, Demerouti & Xanthopoulou, 2007; Bakker, Van Veldhoven & Xanthopoulou 2010; Hakanen, Bakker, & Demerouti, 2005). To illustrate, Bakker et al. (2007) tested this hypothesis in a sample of Finnish teachers.”
Does Job Embeddedness Mediate the Effect of Work Engagement on Job Outcomes? A Study of Hotel Employees in Cameroon (2012, background): “In addition, Bakker (2010) cogently argues that engaged employees have better job performance than non-engaged employees. In empirical terms, Halbesleben and Wheeler (2008) demonstrated that work engagement increased employees’ self-rated job performance and job performance as assessed by their supe”
From Positive Orientation to Job performance: The Role of Work Engagement and Self-efficacy Beliefs (2015, background): “2009), and work harder (Bakker 2011; Bakker 2010).”
Work Engagement. What Do We Know and Where Do We Go (2012, methodology): “Schaufeli, 2007) and job crafting (Bakker, 2010) have been used to explain work engagement in the context of the JDR Model.”