Crossover of Burnout and Engagement in Work Teams

By Arnold B. Bakker, Hetty van Emmerik, Martin C. Euwema. 2006

604 citations recorded by the source corpus.

Subfields: General Health Professions, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/a54dc4a7fa842d0c2a66b70b4b144a9b35b69381

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In General Health Professions

In Organizational Behavior and Human Resource Management

Citations in the corpus

Happiness at work. (2010, neutral): “There is evidence that contagion may occur from leader to follower (Bono and Ilies 2006; Johnson 2008; Sy et al. 2005) among teammates (cf. Bakker et al. 2006; Barsade 2002; Ilies et al. 2007; Kelly and Barsade 2001; Totterdell 2000; Walter and Bruch 2008), and from customer to service-provider…”
Unfair Treatment in the Workplace and Worker Well-Being (2012, background): “Although the main effect of coworker support on worker well-being has been fairly well established in the literature (e.g., Bakker et al., 2006; Ducharme & Martin 2000; McCann et al., 1997; Turner & Marino, 1994), it is uncertain whether support from coworkers can benefit workers in the context of…”
Work engagement: current trends (2018, background): “Engagement crosses over from one individual to the other, and therefore has important ripple effects in teams (Bakker et al., 2006; Gutermann et al., 2017; Van Mierlo and Bakker, 2018).”
Challenge job demands and job resources to university teacher well-being: the mediation of teacher efficacy (2020, background): “Despite of the assumed negative relationship between job demands and burnout within the JD-R model, previous research grounded in JD-R model has revealed inconsistent and conflicting findings on the relationship (Bakker, Emmerik, and Euwema 2006).”
Does self-efficacy matter for burnout and sickness absenteeism? The mediating role of demands and resources at the individual and team levels (2013, background): “Given the relevance of team processes for employee health and wellbeing (Bliese & Jex, 2002; Bakker et al., 2006), we posit that in call centres efficacy beliefs, perceived working conditions, and feelings of burnout are to some extent shared by team members.”
Not all job demands are equal: Differentiating job hindrances and job challenges in the Job Demands–Resources model (2010, background): “Notably, although numerous studies in the realm of the JD-R model reported positive relationships between job challenges and work engagement (e.g., Bakker, Demerouti, & Schaufeli, 2003b; Bakker et al., 2005b; Bakker et al., 2006; Hallberg et al., 2007; Van den Broeck et al., 2008), some studies have”
Key questions regarding work engagement (2011, background): “Whereas engagement seems to be contagious and may spread across members of work teams (Bakker et al., 2006), leaders have a special role in fostering work engagement among their followers.”
Work Engagement and its Relationship with State and Trait Trust: A Conceptual Analysis (2008, background): “It is characterized by feelings such as optimism, energy, enthusiasm, pride and challenge ( Bakker, Emmerik and Euwema, 2006 ).”
Conservation of Resources in the Organizational Context: The Reality of Resources and Their Consequences (2018, background): “Several researchers have also found crossover of engagement among team members (Bakker et al. 2006, 2009).”
How work engagement relates to performance and absenteeism: a meta-analysis (2021, background): “…result in a variety of behavioural patterns that enable engaged employees to perform better at work: engaged employees make more use of job crafting (Tims et al., 2015), taking initiatives and pursuing learning goals (Sonnentag, 2003), and create a positive working climate (Bakker et al., 2006).”
Leadership and work engagement: Exploring explanatory mechanisms (2020, background): “Totterdell (2000) explained, for example, that collective moods can be developed based on shared events or mood convergence, which can then lead to team burnout or team engagement (Bakker et al., 2006).”