Work engagement and financial returns: A diary study on the role of job and personal resources

By Despoina Xanthopoulou, Arnold B. Bakker, Evangelia Demerouti, Wilmar B. Schaufeli. 2009

1,304 citations recorded by the source corpus.

Subfields: Cognitive Neuroscience, Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/d84190bcd222862d071ffe34d2921247563cfd97

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In Cognitive Neuroscience

In Organizational Behavior and Human Resource Management

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Citations in the corpus

Research on work engagement is well and alive (2011, background): “…number of research findings that demonstrate that work engagement is indeed associated with positive outcomes (Moliner, Martı́nez-Tur, Ramos, Peiró, & Cropanzano, 2008; Rich et al., in press; Salanova et al., 2005; Xanthopoulou et al., 2009; for a recent meta-analysis, cf. Halbesleben, 2010).”
Work engagement: current trends (2018, background): “, 2011) and better financial results (Xanthopoulou et al., 2009).”
Job Demands–Resources theory and self-regulation: new explanations and remedies for job burnout (2020, background): “Xanthopoulou et al. (2009a, 2009b) showed that personal resources had predictive validity for job resources, work engagement, and financial returns.”
Does meaning‐making help during organizational change? Development and validation of a new scale (2009, background): “…predicts increased performance (Barling and Beattie, 1983; Frayne and Geringer, 2000; Stajkovic and Luthans, 1998; Taylor et al., 1984) quality of work (McDonald and Siegall, 1996) and work engagement (e.g. Schaufeli et al., 2006; Xanthopoulou et al., 2007, 2009; Xanthopoulou et al., 2008).”
Who takes the lead? A multi-source diary study on leadership, work engagement, and job performance (2016, background): “…of self-control and self-determination (Manz, 1986; Neck & Houghton, 2006), and we know from the literature that employees become more engaged in their work on the days that they have more control over how and when to perform their work (see Breevaart et al., 2014c; Xanthopoulou et al., 2009).”
Antecedents and effects of engaged frontline employees (2011, result): “This finding supports previous studies that suggest a positive relationship between job autonomy and employee engagement in organizations in general (Mauno et al., 2007; Schaufeli and Bakker, 2004; Schaufeli et al., 2008; Xanthopoulou et al., 2009).”
Leadership theories and the concept of work engagement: Creating a conceptual framework for management implications and research (2015, background): “Although personal and work-related resources may initially be created by engaged employees themselves in specific situations, they are also important conditions for the maintenance of engagement (Bakker, 2009; Xanthopoulou et al., 2009; Halbesleben, 2010).”