This study investigated the factor structure and factorial group and time invariance of the 17-item and 9-item versions of the Utrecht Work Engagement Scale (UWES; Schaufeli et al. (2002b) Journal of Happiness Studies 3:71-92). Furthermore, the study explored the rank-order stability of work engagement. The data were drawn from five different studies (N = 9,404), including a three-year longitudinal study (n = 2,555), utilizing five divergent occupational samples. Confirmatory factor analysis supported the hypothesized correlated three-factor structure-vigor, dedication, absorption-of both UWES scales. However, while the structure of the UWES-17 did not remain the same across the samples and time, the structure of the UWES-9 remained relatively unchanged. Thus, the UWES-9 has good construct validity and use of the 9-item version can be recommended in future research. Moreover, as hypothesized, Structural Equation Modeling showed high rank-order stabilities for the work engagement factors (between 0.82 and 0.86). Accordingly, work engagement seems to be a highly stable indicator of occupational well-being.

The aim of the present study was to extend the original Job Demands-Resources (JD-R) model by taking into account recovery as an important mediation mechanism between work characteristics and well-being/ill-health. Specifically, we examined whether recovery experiences-strategies promoting recovery-might have a mediating role in the JD-R model among 527 employees from a variety of different jobs. The results showed that psychological detachment fully mediated the effects of job demands on fatigue at work and mastery partially mediated the effects of job resources on work engagement. Altogether, the results suggest that recovery merits consideration as a mediating mechanism in the JD-R model.

The aim of the present study was to test the structure of the work-family interface measure, which was intended to take into account both the positive and negative spillover between work and family demands in both directions. In addition, the links among the types of work-family spillover and the subjects' general and domain-specific well-being were examined. The sample (n = 202) consisted of Finnish employees, aged 42, who had a spouse/partner. Confirmatory factor analyses indicated that a four-factor model, including negative work-to-family spillover, negative family-to-work spillover, positive work-to-family spillover, and positive family-to-work spillover, was superior compared to the other factor models examined. Path analysis showed, as hypothesized, that the negative work-to-family spillover was most strongly related to low well-being at work (job exhaustion) and next strongly to low general well-being (psychological distress), whereas the negative family-to-work spillover was associated with low well-being in the domain of family (marital dissatisfaction). Positive work-to-family spillover was positively related both to well-being at work and general well-being. Inconsistent with our expectations, positive family-to-work spillover was not directly related to any of the well-being indicators examined.

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These data suggest relatively high structural validity and high stability for the 13-item SOC measure and support the notion that SOC becomes more stable following maturation. The 13-item SOC measure seems to provide a psychometrically sound survey instrument for testing Antonovsky's theory on life orientation and health.

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The present study is aimed at examining the combined effects of effort-reward imbalance (ERI), overcommitment (OVC), and perceived organizational support (POS) on turnover intentions and work engagement, among Finnish managers (n = 1,301). Consequently, the study contributes to the research literature by examining how the ERI-outcomes relationship was dependent simultaneously on OVC and POS. The results showed that ERI x OVC x POS interaction was significant only for turnover intentions. The ERI-turnover intentions relationship was strongest under conditions of high OVC and low POS. In addition, the relationship between ERI and decreased work engagement, especially dedication, was strengthened among overcommitted managers, compared to their less committed counterparts. Altogether, the results indicate that interventions aimed at reducing turnover intentions and increasing work engagement by increasing ERI should consider OVC and POS.