Work Engagement: A Handbook of Essential Theory and Research

Work engagement: Where to next?

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Longman, New York Google Scholar.

Work engagement: current trends

Bakker A. In: Burke R. Bakker, A. Succesfactoren bij vrouwelijke schoolleiders in het primair onderwijs: Een onderzoek naar burnout, bevlogenheid en prestaties [Success factors among female school principals in primary teaching: A study on burnout, work engagement, and performance]. Google Scholar.

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Information Age, Greenwich Google Scholar. Benestad E. Bong M. Brama R. Breso, E. Can a self-efficacy-based intervention decrease burnout, increase engagement and enhance performance? A quasi experimental study manuscript submitted for puclication. Brown S. Byrne B. Routledge, New York Google Scholar. Chemers M. Demerouti E. Dimmock C.

Forsyth P. Gist M. Academy of Management Review 17 2 : — Google Scholar. Goddard R. Halbesleben J. In: Bakker A. A handbook of essential theory and research. Hallberg U. Can work engagement be discriminated from job involvement and organizational commitment?. Hannah S. Though there is an increasing contribution in human resource consulting agencies on the concept of employee engagement, yet there is a shortage of academic studies on that construct, especially in emerging economies countries.

This engagement gap grew more in importance amidst the waves of ongoing recession and resource scarcity battles prevailing in the Middle Eastern Region, in general, and in Egypt in particular. This is an exploratory study that aims to identify the key drivers of employee engagement within the Egyptian context.

Publication

It also studies the impact of employee engagement on job performance and organisational commitment based on social exchange theory SET. A survey questionnaire was developed and validated. Regression analysis was used to predict and explain the proposed relationships.

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After discussing possible dark sides of engagement and the relationship between engagement and health, the article closes with a discussion of organizational interventions to increase work engagement. E-mail: bakker fsw. They need employees who feel energetic and dedicated, i. We then introduce 10 key questions that may illuminate new avenues for research on engagement. The central aim of this article is to help shape the research agenda for work engagement.

Work Engagement: A Handbook of Essential Theory and Research

Because of their positive attitude and activity level, engaged employees create their own positive feedback, in terms of appreciation, recognition, and success. Although engaged employ- ees do feel tired after a long day of hard work, they describe their tiredness as a rather pleasant state because it is associated with positive accomplish- ments.

Finally, engaged employees enjoy other things outside work. Examples of job resources are autonomy, social support from colleagues, and skill variety. For instance, skill variety fosters learning, thereby increasing job competence, whereas decision latitude and social support satisfy the need for autonomy and the need to belong, respectively. In such environments it is likely that the task will be completed successfully and that the work goal will be attained.

Consistent with these notions about the motivational role of job resources, several studies have shown a positive relationship between job resources and work engagement for a meta-analysis, see Halbesleben, Further, in their study among managers and executives of a Dutch telecom company, Schaufeli, Bakker, and van Rhenen found that changes in job resources were predictive of work engagement over a period of 1 year.

In addition to job resources, studies have shown that personal resources or psychological capital PsyCap can be important predictors of work engagement.

In addition, engaged workers have the tendency to believe that they will generally experience good outcomes in life optimistic , and believe they can satisfy their needs by participating in roles within the organization organizational-based self-esteem. Thus, engaged workers have psychological capital that helps them to control and impact upon their work environment successfully.

In sum, on the basis of extensive research, we know quite a lot about what engagement is and the conditions under which it emerges. Previous research has consistently shown that job resources and personal resources are important predictors of work engagement. These resources are instrumental for work-related goals and they satisfy basic psychological needs. Thus, work environments that are rich in resources foster work engagement, particularly when job demands are high.

In this section, we introduce 10 key questions that may illuminate new avenues for research on engagement. The list is necessarily selective, but we believe we have chosen important topics for future research. How should we conceptualize engagement?

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However, no agreement exists among practitioners or scholars on a particular conceptualization of work engagement. The ongoing challenge is to clarify the relations between these related, but not identical constructs, and to demonstrate the value-added association with the concept of work engagement. How should we best measure engagement? The UWES includes a subscale for each of the three engagement dimensions—vigour, dedication, and absorption—and has been validated in several countries in Europe, and also in North America, Africa, Asia, and Australia Bakker, Nevertheless, there are several questions that pertain to the measurement of work engagement.

First, given recent questions about the potential negative consequences of having too much engagement e. The experience of such problems and challenges may be accompanied by the experience of negative emotions and negative thoughts such as mild anxiety or frustration. A second key measurement question centres on the way in which the response formats for engagement questions should be framed. The appropriateness of item wording to capture the day-to-day variations in energy and dedication therefore remains an open question. This line of argument leads us to our second proposition: Proposition 2: Measures of work engagement should capture both positive and negative aspects of the psychological state and response anchors should be designed to accommodate both short term and longer term time frames.

Are there fluctuations in engagement across the working week? Researchers have therefore begun to examine daily changes in work engagement. A within- person approach allows for a closer look at temporal patterns of work- related experiences and behaviours. Individuals are not equally engaged at work across all days. Sonnentag et al.

In addition, when daily changes in work engagement are temporarily separated from daily changes in outcomes like performance and job crafting, state work engagement could be causally related to such outcomes. Diary research may also reveal what the day-to-day triggers are of state engagement.

EAWOP - European Association of Work and Organizational Psychology

As noted earlier, such considerations have important implications for the design of scale anchors used in measures aimed at assessing both state and enduring work engagement. Nevertheless, and irrespective of the widespread practical application of climate surveys as diagnostic tools for organizational improvement and change Parker et al. Additionally, Patterson et al.

The six areas—workload, control, reward, community, fairness, and values—are similar to dimensions of existing models and measures of organizational climate e. Can leaders influence follower engagement? The role of the leader in fostering work engagement has received limited research attention.

A central aspect of this leadership style is the inspiring vision of the supervisor. An employee who receives support, inspiration, and quality coaching from the supervisor is likely to experience work as more challenging, involving, and satisfying, and, consequently, to become highly engaged with the job tasks.

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