Job engagement: Why it's important and how to improve It

By D. Roberts, Thomas O. Davenport. 2002

192 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/c537a0cc2be08e9fb64352e4b25cae811538cb78

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In Organizational Behavior and Human Resource Management

Citations in the corpus

Sources of job stress, work engagement and career orientations of employees in a South African financial institution. (2010, background): “Roberts and Davenport (2002) found that career development and a rewarding work environment also increase the work engagement level of employees.”
Job demands, job resources and work engagement of employees in a manufacturing organisation : research article (2007, unknown): “Roberts & Davenport (2002) found that career development, identification with the organisation and a rewarding work environment also increase the work engagement levels of employees.”
Who are you and what do you value? Investigating the role of personality traits and customer-perceived value in online customer engagement (2016, unknown): “However, some studies see the concept as emotional (Catteeuw, Flynn, & Vonderhorst, 2007; Roberts & Davenport, 2002) or cognitive in nature (Guthrie & Cox, 2001), whereas others justify all three dimensions (Brodie et al., 2013; Calder, Malthouse, & Schaedel, 2009; Mollen & Wilson, 2010).”
Do Teacher Status, Gender, and Years of Teaching Experience Impact Job Satisfaction and Work Engagement? (2020, background): “Some other studies suggested a positive relationship between work engagement and job satisfaction, greater employee effort, motivation, higher performance levels, and higher employee retention (Bakker et al., 2007; Christian et al., 2011; Kahn, 1990; Roberts and Davenport, 2002; Schweitzer, 2014).”
Burnout and engagement: A South African perspective (2003, background): “According to Roberts and Davenport (2002), there are three areas that could be targeted to increase employees’ work engagement, namely career development, identification with the organisation and a rewarding work environment.”
Work Engagement and its Relationship with State and Trait Trust: A Conceptual Analysis (2008, background): “In addition, trust has been found to be a robust predictor of organizational commitment (Dirks and Ferrin, 2002) – a construct which has some conceptual similarity with work engagement (Roberts and Davenport, 2002).”
Linking organizational trust with employee engagement: the role of psychological empowerment (2014, background): “Since work engagement is also an indicator of motivation and bears a conceptual resemblance with organizational commitment (Roberts & Davenport, 2002), and is also closely related to organizational citizenship behavior (Babcock-Roberson & Strickland, 2010), it is therefore proposed that trust in…”