Daily fluctuations in work engagement: An overview and current directions.

By Arnold B. Bakker. 2014

222 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/8fe01ca8524679283ce3437441d2a58f60776165

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Citations in the corpus

Take a break! Benefits of sleep and short breaks for daily work engagement (2017, methodology): “Over the last years, the concept of work engagement has gained increasing interest as a psychological state (Bakker, 2014; Sonnentag, Dormann, & Demerouti, 2010).”
Work engagement: current trends (2018, background): “Probably one of the most important trends is that engagement is studied as a phenomenon that may fluctuate within persons – across time and situations (Bakker, 2014; Sonnentag et al., 2010).”
Daily job crafting and momentary work engagement: A self-determination and self-regulation perspective (2019, background): “Tims, Bakker, and Derks (2012, 2013) propose a job demands–resources approach of job crafting, which is closely linked to Parker and Collins' (2010) first two categories of individual-level proactive behavior.”
Towards a multilevel approach of employee well-being (2015, background): “, the support and enthusiasm of colleagues; Bakker, 2014). In addition, as argued by Ilies and his colleagues (in press), employees who are generally engaged may also have their off-days, during which they are tired and cynical. Second, in the multilevel model of employee well-being (Figure 1), pers”
Job Demands–Resources theory and self-regulation: new explanations and remedies for job burnout (2020, background): “This is an ongoing process: employee job strain is dependent on daily job demands and resources (Bakker, 2014), and thus management and leaders should continuously communicate their vision and provide direction and support (Breevaart et al.”
EMPLOYEE RESILIENCE: DIRECTIONS FOR RESILIENCE DEVELOPMENT (2017, background): “…supports that a sense of control over aspects of one’s job (e.g., autonomy over task choice and scheduling) offsets stress and other negative feelings associated with work demands (e.g., Bakker, 2014) and enhances engagement by rendering work intrinsically motivating (e.g., Deci & Ryan, 2014).”
“You Wouldn’t Like Me When I’m Sleepy”: Leaders’ Sleep, Daily Abusive Supervision, and Work Unit Engagement (2014, background): “Workers who are treated poorly and experience disengagement as a result will be likely to engage in collective sensemaking processes whereby they affect one another’s daily work engagement (Costa, Passos, & Bakker, 2014).”
Smartphone use and work-home interference: The moderating role of social norms and employee work engagement (2015, methodology): “There is also some evidence that trait smartphone use is associated with an increase in day-to-dayWHI (Derks & Bakker, 2014).”
Testing a dynamic model of the impact of psychological capital on work engagement and job performance (2018, background): “…work engagement and job performance has been central to several recent studies that have begun to differentiate an enduring level from a momentary (or daily) level of work engagement pointing out a systematic pattern of reliable mean-level temporal fluctuations in the construct (e.g. Bakker, 2014).”
Daily within-person effects of job autonomy and work engagement on innovative behaviour: The cross-level moderating role of creative self-efficacy (2017, background): “However, previous cross-sectional investigations of the association between engagement and innovation fall short on capturing the transient nature of work engagement as a fluctuating state (Bakker, 2014).”
Job Demands–Resources Theory: Taking Stock and Looking Forward (2017, background): “T h i s a r ti c l e i s i n t e nd e d s o l e l y f o r t h e p e r s on a l u s e o f t h e i nd i v i du a l u s e r a nd i s no t t o b e d i ss e m i n a t e d b r o a d l y . ker, 2014).”