Job Demands and Resources as Antecedents of Work Engagement: A Longitudinal Study.

By S. Mauno, Ulla Kinnunen *, Mervi Ruokolainen. 2007

1,089 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/de01e0eb95f6679fcf0d96006c7d43e2775b2b59

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In General Health Professions

1. Arnold B. Bakker
2. Wilmar B. Schaufeli
3. Hans De Witte
4. Evangelia Demerouti
5. Ulla Kinnunen *
6. Sabine Sonnentag
7. Osman M. Karatepe
8. S. Rothmann

In Organizational Behavior and Human Resource Management

1. Arnold B. Bakker
2. Wilmar B. Schaufeli
3. Hans De Witte
4. Evangelia Demerouti
5. Sabine Sonnentag
6. Osman M. Karatepe
7. Ulla Kinnunen *
8. A. van den Broeck

Citations in the corpus

• Time Pressure Promotes Work Engagement Test of Illegitimate Tasks as Boundary Condition (2015, background): “an appraisal theoretical approach, time pressure should be appraised as activating and motivating up to a certain limit and appraised as hindering and detrimental to work engagement after this optimal limit is exceeded (Gardner & Cummings, 1988; Mauno et al., 2007).”
• Factors associated with employee engagement in South Africa : original research (2010, background): “90), drawn from Spreitzer (1995) and May et al. (2004), measure the degree of psychological meaningfulness individuals experience in their work-related activities, e.”
• The effects of job and personal resources on hotel employees’ work engagement (2009, background): “Work engagement is an emerging concept in positive psychology, which focuses on human strengths, optimal functioning, and positive experiences at work rather than weaknesses and malfunctioning (Mauno et al., 2007; Schaufeli et al., 2002; Seligman and Csikszentmihalyi, 2000).”
• Being engaged at work and detached at home: A week-level study on work engagement, psychological detachment, and affect (2008, background): “Therefore, organizations should provide job control and supervisory support in order to stimulate employee engagement (Bakker, Hakanen, Demerouti, & Xanthopoulou, 2007; Mauno, Kinnunen, & Ruokolainen, 2007 ).”
• Towards a model of work engagement (2008, methodology): “Furthermore, Schaufeli and Bakker (2003) have argued that the total score for work engagement may sometimes be more useful in empirical research because of the moderate to high correlations between the dimensions.”
• Burnout and Work Engagement: The JD–R Approach (2014, neutral): “The effects of job resources on engagement have also been found in longitudinal research: Mauno et al. (2007) in a study among Finnish health care personnel found that those employees with a higher level of job control in 2003 reported higher levels of vigor, dedication, and absorption in 2005.”
• The Relationship Between Work Engagement and Work–Life Balance in Organizations: A Review of the Empirical Research (2020, background): “Absorption dimension of work engagement, referring to the full concentration on and immersion in work, is often characterized by having time pass quickly or by finding it difficult to detach oneself from one’s work (Mauno et al., 2007; Schaufeli, Martinez, et al., 2002).”
• Work engagement as a mediator between employee attitudes and outcomes (2013, methodology): “identify a similar relationship using an engagement measure from May et al. (2004). Saks (2006) finds that job and organization engagement are both negatively linked to intention to quit.”