Work engagement–team performance relationship: shared job crafting as a moderator
By Anne Mäkikangas, K. Aunola, P. Seppälä, J. Hakanen. 2016
89 citations recorded by the source corpus.
Subfields: Organizational Behavior and Human Resource Management, Social Psychology
View Paper: https://www.semanticscholar.org/paper/d69f3d3e24625fe7d131f6a4ac793e18537e897a
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In Organizational Behavior and Human Resource Management
In Social Psychology
Citations in the corpus
- Job Crafting and Performance: Literature Review and Implications for Human Resource Development (2018, background): “…increasing social job resources, increasing challenging job demands, and decreasing hindering job demands were positively related to in-role and extra-role performance (e.g., Chinelato et al., 2015; Kooij et al., 2017; Mäkikangas et al., 2016; Tims, Bakker, & Derks, 2012; Tims et al., 2015).”
- Employee engagement and performance: a systematic literature review (2018, background): “…et al., 2018; Kataria et al., 2013; Khan and Malik, 2017; Kim and Koo, 2017; Lathabhavan et al., 2017; Lorente and Salanova, 2014; Maden, 2015; Mäkikangas et al., 2016; Medlin and Green, 2009; Medlin et al., 2016; Nazir and Islam, 2017; Nazli and Sheikh Khairudin, 2018; Park et al., 2017;…”
- Why individual employee engagement matters for team performance? (2019, background): “…1960) and empirical investigations, it is predicted that employees with a high level of commitment and citizenship behaviour will be more intensely engaged and ultimately contribute more to achieve organizational objectives and to TP (Bishop, Scott and Burroughs, 2000; Makikangas et al., 2016).”