Towards a model of work engagement

By Arnold B. Bakker, Evangelia Demerouti. 2008

3,283 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/de0d024c7cd9a2eb9140530caec348fa993a8db7

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In General Health Professions

In Organizational Behavior and Human Resource Management

In Sociology and Political Science

Citations in the corpus

The Impact of Employee Engagement on Job Performance and Organisational Commitment in the Egyptian Banking Sector (2015, background): “[8] For instance, job resources such as encouragement from team members, informative comments and supportive actions from the leader/supervisor may aid employees to reduce their physiological and psychological costs at work, which assist them accordingly to complete their job smoothly [7].”
Do job resources affect work engagement via psychological empowerment? A mediation analysis (2013, background): “The influence of personal resources has also been found in longitudinal studies (Bakker & Demerouti, 2008).”
The route to employability: Examining resources and the mediating role of motivation (2012, background): “Resources embedded in one’s job facilitate opportunities for extrinsic motivation (Bakker and Demerouti, 2008; Schaufeli and Bakker, 2004).”
Work engagement as mediator between job characteristics and positive and negative extra-role behaviors (2012, background): “Because resources can play either an intrinsic or extrinsic motivational role, fostering employees ‘growth and contributing to accomplishing their professional goals, they are considered to foster work engagement (Bakker and Demerouti, 2008).”
Antecedents to Employee Engagement (2011, background): “…resource development (HRD), since publication of original work by Kahn in 1990, more than 250 peer-reviewed articles have appeared in scholarly journals across a variety of academic disciplines (e.g., see Bakker & Demerouti, 2008; Christian, Garza, & Slaughter, 2011; Schaufeli & Salanova, 2010).”
Happiness, work engagement and organisational commitment of support staff at a tertiary education institution in South Africa (2011, background): “Engaged employees are enthusiastic and energetic about their work and fully immersed in it, to such an extent that time seems to pass quickly whilst they are working (Bakker et al., 2008; Bakker & Demerouti, 2008).”
The job demands–resources model and counterproductive work behaviour: The role of job-related affect (2011, methodology): “Work engagement may be defined as an enduring work-related psychological state characterized by feelings of vigour, dedication, and absorption, and it may be considered a well-established outcome of the availability of resources at work (see e.g., Bakker & Demerouti, 2008).”
Does employees’ spirituality enhance job performance? The mediating roles of intrinsic motivation and job crafting (2020, methodology): “The JD-R model suggests that personal resources begin a motivational process associated with work engagement and employees’ well-being (Bakker and Demerouti 2008).”
From Positive Orientation to Job performance: The Role of Work Engagement and Self-efficacy Beliefs (2015, background): “Both work engagement and selfefficacy beliefs are well acknowledged concepts and their predictive value for job performance has been repeatedly established (Bakker 2011; Bakker and Demerouti 2008; Stajkovic and Luthans 1998).”
Burnout and Work Engagement: The JD–R Approach (2014, positive): “Traditionally, scholars have classified the antecedents of burnout and work engagement in two general categories: situational factors (e.g., work overload, job autonomy) and individual factors (e.g., neuroticism, self-efficacy) (Bakker & Demerouti 2008, Maslach et al. 2001).”
Coping, academic engagement and performance in university students (2018, background): “For example, resilience and optimism, being personal resources, create a motivational process leading to engagement and, thus, improve performance (Bakker, 2011; Bakker & Demerouti, 2008).”
Employee‐driven innovation: extending the license to foster innovation (2010, background): “The overall question for this research is therefore whether yet more potential resources can be found in contemporary business organizationsEven after decades of academic interest, employee participation is still a hot topic ( Bakker and Demerouti, 2008”
Work engagement, psychological contract breach and job satisfaction (2014, methodology): “Engaged employees are more likely to stay with their organizations (Schaufeli and Bakker 2004; Hakanen, Bakker and Schaufeli 2006; Saks 2006; Bakker and Demerouti 2008; Halbesleben and Wheeler 2008), and a disengaged workforce might increase the costs associated with higher turnover, lower productiv”
Regulatory focus at work : the moderating role of regulatory focus in the job demands-resources model (2010, background): “The second process is a motivational process, in which high levels of resources in the work situation increase the willingness to spend effort, which eventually leads to work engagement and high performance levels ( Bakker and Demerouti, 2008”