The measurement of work engagement

By Wilmar B. Schaufeli. 2012

149 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/9a02b9e0ae3761138dddb63890402ac07e38216b

How researchers see this paper

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

In Social Psychology

Citations in the corpus

Day-level fluctuations in stress and engagement in response to workplace incivility: A diary study (2014, background): “One possible explanation is that work engagement is a more stable attitude, not focused on any particular object, event, individual or behaviour (Schaufeli et al., 2006) for people with stable self-evaluations, but is more momentary for people with unstable self-evaluations.”
COVID-19: The effects of job insecurity on the job engagement and turnover intent of deluxe hotel employees and the moderating role of generational characteristics (2020, methodology): “Job engagement was measured with five items using a 7-point Likert scale based on those developed by Schaufeli et al. (2002, 2006).”
Workplace bullying and psychological health at work: The mediating role of satisfaction of needs for autonomy, competence and relatedness (2013, methodology): “Work engagement was assessed using the short form of the Utrecht Work Engagement Scale (UWES-9; Schaufeli et al., 2006).”
Why resilient workers perform better: The roles of job satisfaction and work engagement (2018, unknown): “The reliability and stability of this method were verified by Schaufeli, Bakker, and Salanova (2006).”
Job insecurity, recovery and well-being at work: Recovery experiences as moderators (2010, methodology): “Vigour at work was measured with three items (e.g. ‘At my work, I feel bursting with energy’) from the Utrecht Work Engagement Scale (Schaufeli et al., 2006).”
Transformational leadership and performance: An experimental investigation of the mediating effects of basic needs satisfaction and work engagement (2013, methodology): “…engagement), will provide higher quality output (as they experience high inspiration and use their full resources to provide suitable solutions), and will show strong persistence (because they feel energetic, enthusiastic, and absorbed and thus tend to forget about time; Schaufeli et al., 2006).”