Towards a multilevel approach of employee well-being

By Arnold B. Bakker. 2015

157 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/e210ed453b04a0f50fc22c23ea162a4fd7c1af8b

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In General Health Professions

In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

Daily transformational leadership and employee job crafting: The role of promotion focus (2018, result): “This approach is consistent with Bakker (2015), who argued that, in order to better understand employee wellbeing and behaviour, we need to investigate how stable characteristics of the person determine the impact of daily behaviour.”
Multiple levels in job demands-resources theory: implications for employee well-being and performance (2018, unknown): “Bakker and Costa (2014) have coined the term self-undermining to refer to “behavior that creates obstacles that may undermine performance” (p.”
Daily strengths use and employee well‐being: The moderating role of personality (2018, methodology): “Our approach responds to calls for sophisticated and multilevel approaches of employee well-being (Bakker, 2015; Diener, Suh, Lucas, & Smith, 1999).”
Job Demands–Resources Theory: Taking Stock and Looking Forward (2017, background): “Further, we have described possible job crafting interventions elsewhere (Bakker, 2015; Demerouti & Bak-T h i s do c u m e n t i s c opy r i gh t e d by t h e A m e r i ca n P s y c ho l og i ca l A ss o c i a ti on o r on e o f it s a lli e d pub li s h e r s .”
Can Empowering Leaders Affect Subordinates’ Well-Being and Careers Because They Encourage Subordinates’ Job Crafting Behaviors? (2018, background): “…Ford et al., 2014; Spector & Jex, 1998), and if job crafting results in challenge demands that are accompanied by increased resources, both psychological (depression) and physical (physical complaints) strains should be reduced (e.g., Bakker, 2015; Bakker & Demerouti, 2007; Tims et al., 2013).”
Daily job crafting and momentary work engagement: A self-determination and self-regulation perspective (2019, background): “Thus, job crafting and work engagement are reciprocal, and form chains in an ongoing cycle of changing job characteristics, emotions, cognitions, and behaviors (Bakker, 2015).”
Job crafting and playful work design: Links with performance during busy and quiet days (2020, background): “Moreover, taking on more work on such days may make the work pressure overwhelming, resulting in exhaustion, an increased risk of making mistakes, and impaired job performance (Bakker, 2015).”