A meta-analysis of work engagement: Relationships with burnout, demands, resources, and consequences.

By Jonathon R. B. Halbesleben. 2010

1,074 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/a2afcec99447869e18965e12baf3a969eb6ea5a4

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Citations in the corpus

Positive psychology at work: A conceptual review, state-of-practice assessment, and a look ahead (2013, background): “The benefits of increasing employee engagement are not limited to the employee (e.g. enhanced health, Halbesleben, 2010), but have also been linked to enhanced department-level and organizationlevel outcomes such as decreased absenteeism and turnover (Bakker & Schaufeli, 2008; Saks, 2006) and…”
Do transformational leaders enhance their followers' daily work engagement? (2011, methodology): “Previous studies have shown that job resources (e.g., autonomy; for reviews, see Bakker, 2009; Halbesleben, 2010) and personal resources (e.”
Psychological capital, work engagement and organisational commitment amongst call centre employees in South Africa (2013, background): “This is supported by Halbesleben (2010) who found in a meta-analysis that personal resources (e.g. optimism and self-efficacy) are related strongly to work engagement.”
The engageable personality: Personality and trait EI as predictors of work engagement (2015, background): “Moreover, in their exploratory investigations of engagement and conscientiousness, Halbesleben, Harvey, and Bolino (2009) indicate that conscientious employees exhibit high levels of work engagement because they experience lower levels of work interference with their family (Halbesleben et al.”
Determinants of employee engagement and their impact on employee performance (2014, result): “This is in line with a recent meta-analysis which found that engagement is significantly related to a number of consequences including commitment, health, turnover intentions, and performance (Halbesleben, 2010).”
Burnout and Work Engagement: The JD–R Approach (2014, unknown): “The meta-analysis of Halbesleben (2010) indicated that in addition to job resources, optimism and self-efficacy were positively related to work engagement.”
Employee engagement, human resource management practices and competitive advantage (2015, background): “, 2009a, b) such that employees who are, for example, more self-efficacious and who find their work meaningful are better able to mobilize their own job resources and become more engaged in their work (Albrecht, 2013; Halbesleben, 2010).”
Strengths use and work engagement: a weekly diary study (2016, result): “Since the relation between self-efficacy and work engagement was also supported in a meta-analysis (Halbesleben, 2010), we hypothesized the following: Hypothesis 2b: Weekly strengths use is positively related to weekly work engagement, with the relationship being mediated by weekly self-efficacy.”
Job Crafting at the Team and Individual Level (2013, background): “increase when the work environment contains a sufficient amount of job resources and challenging tasks (Bakker, 2011; Halbesleben, 2010).”
Teachers’ Engagement at Work: An International Validation Study (2012, background): “…work engagement (i.e., work engagement as the antithesis of burnout), but the most recent empirical findings suggest that although burnout is significantly inversely related to engagement (–.24 to –.65 according to Halbesleben, 2010), the two constructs are not simply mirror images of each other.”
Workplace resources to improve both employee well-being and performance: A systematic review and meta-analysis (2017, methodology): “Van Veldhoven, 2012), or they have focused on either employee well-being or performance as an outcome (Halbesleben, 2010; Häusser, Mojzisch, Niesel, & Schulz-Hardt, 2010; Judge & Piccolo, 2004; Skakon, Nielsen, Borg, & Guzman, 2010).”